Mr Simon Corbell MLA Minister for Police and Emergency Services
ACT Legislative Assembly London Circuit CANBERRA ACT 2600
Dear Mr Corbell
I am pleased to submit ACT Policing’s Annual Report for the financial year 1
July 2011 to 30 June 2012.
This report has been prepared in accordance with the Policing Arrangement
between the Australian and Australian Capital Territory (ACT) governments for
the delivery of policing services to the ACT by the Australian Federal
Police.
The report has also been prepared in accordance with the Australian
Federal Police Act 1979 and the Financial Management and Accountability
Act 1997 where appropriate.
I hereby certify that the attached Annual Report is an honest and accurate
account, that all material information on the operations of ACT Policing during
the 2011-12 period has been included and that the report, where possible,
complies with the Chief Minister’s Annual Report Directions.
Fraud prevention has been managed in accordance with Public Sector
Management Standard 2, Part 2.4 along with Guidelines 1.9 and 2.8 of
the Commonwealth Fraud Control Guidelines.
In line with section 13 of the Annual Reports (Government Agencies) Act
2004, I understand that the report is to be laid before the Legislative
Assembly within three months of the end of the financial year.
Yours sincerely
Roman Quaedvlieg
CHIEF POLICE OFFICER’S FOREWORD
We began the reporting period with the aim to at least
sustain, but hopefully improve on, the high standards set in the previous period
after recording substantial decreases in property and volume crime, and a
significant reduction in road trauma.
It is pleasing that we again achieved or exceeded 26 of our 32 key
performance indicators, including recording the lowest rate of property offences
in the ACT for more than 10 years.
From a purely statistical perspective, our outcomes were again exemplary.
Burglaries decreased by a further 25.8 per cent from the previous reporting
period, property damage by 20.1 per cent, armed robberies were down 7.6 per
cent, and motor vehicle theft dropped by 10.6 per cent.
We again exceeded all our police response time targets for priority one, two
and three incidents, as well as answering emergency Triple Zero (000) calls,
recording more than 90 per cent across all but one sub-measure.
Our investigative capabilities also proved to be first class, with four
homicide investigations beginning and concluding during this reporting period.
A 17-year-old boy and a 20-year-old man were arrested as part of Operation
TEODOLINA within days of student Liang Zhao being found dead after a brutal
attack outside Northbourne Flats in Turner in August. In March we arrested and
charged a 28-year-old man with the murder of a 31-year-old Macgregor woman
(Operation NERIS) and in April, a 32-year-old man was arrested for the
strangulation death of his 75-year-old mother.
We also prepared a brief of evidence for the ACT Coroner for the
investigation into the death of a 92-year-old man at the Jindalee Nursing
home.
We have also made significant headway on the traffic front.
In March 2012 we marked 12 months without recording a road death, and we
ended the 2011 calendar year with the lowest road toll in more than 50 years
(with a toll of six deaths).
This produced a 50 per cent decrease in recorded road deaths during this
reporting period, when five people died on our roads. This was well below the
national average, on top of a reduction of 45 per cent in 2010-11.
While any death on our roads is tragic, and often preventable, this is a
significant achievement for the Canberra motoring community. Recording one of
the lowest road tolls in history in the ACT is a promising step towards the ACT
Government’s Vision Zero target.
Our RAPID (Recognition of Plates IDentified) capability amalgamated with the
newly established Random Roadside Drug Testing team, the latter of which was
stood-up during this reporting period.
The resulting Road Safety Operations Team provides a multi-pronged approach
to roadside operations. Officers are specifically trained and equipped to target
and remove high-risk takers and impaired drivers off our roads. This initiative
has increased the number of officers able to conduct random roadside drug
testing from two to nine.
At 30 June 2012, 25 motorists had returned a positive laboratory drug test
after testing positive by the roadside. Nine court convictions have been
recorded for drug-driving.
In addition to our core policing function, our officers securely escorted Her
Majesty Queen Elizabeth II, President of the United States Barack Obama, and the
Dutch Royals in what seemed to be the year for high profile dignitary visits.
Supporting our front line staff during these high-profile visits, and many
other major events or incidents, are our Volunteers in Policing.
Our ‘vollies’ celebrated 10 years, clocking up a massive 17 581 hours worked
during this reporting period, and more than 124 000 hours since the program
began in December 2001. They perform an array of duties including front office
support at police stations, providing Justice of the Peace services and catering
for those long hours worked at major events or incidents.
Adding to our highlight events during this reporting period was the opening
of the new Belconnen Police Station.
Chief
Police Officer for the ACT Roman Quaedvlieg at a muster at Winchester Police
Centre
The opening of the new police station, environmentally progressive and
outstanding in its design, and built from the ground up to satisfy the needs of
a modern community policing service, was a rare and auspicious occasion.
This new facility will serve us well into the future.
Around 100 officers and staff have now made the station their ‘second home’,
and our station mascots of some 20 years, the Blue Tongue lizard colony, has
made a safe and unfussed transition to their new environment.
Thousands of people came through the doors of the new station as part of our
public open day.
This overwhelming positive community engagement is of immeasurable value to
us.
We enjoy the respect of the ACT community, and we recorded the highest result
nationally of people who agreed police perform their job professionally and are
confident in their police service. This was corroborated in market research we
undertook this year into the perceptions and attitudes toward our agency.
Managing perceptions is an ongoing issue for us, as it is for police in all
Australian States and Territories.
While we recorded unprecedented decreases in a majority of actual crime types
- particularly in relation to burglaries and motor vehicle theft - community
perceptions have not shifted commensurately.
This is one of the reasons we launched our new interactive online crime maps
- CrimeStatistics - providing the community with unfiltered information about
actual crime in their suburb.
Key features of CrimeStatistics include an increase in the crime types
reported (including the categories of homicide and traffic offences), the
ability to search and view statistics by suburb and postcode as well as crime
type, and the ability to view trends over time.
While a lag in time between actual reductions of crime over a sustained
period and community perceptions of crime is expected, working toward
understanding and addressing this issue in the long term should result in
improved perception outcomes, and engender greater confidence in police.
The way in which we interact with people living with a mental illness in our
community will continue to be a focus for us. Our Mental Health Community
Policing Initiative, which celebrated its first year of implementation, has gone
some way to ensuring that we can recognise, relate to, and respond to those who
come in contact with police as a result of mental illness.
Training has already been provided to 198 of our officers, and the mental
health clinicians embedded in ACT Policing Operations have been involved in
providing advice on more than 1400 cases.
We have seen a parallel reduction in emergency actions where mental health
patients are transported by police to The Canberra Hospital for assessment,
declining from 80 to 40 transports per month.
The introduction of the Alcohol Crime Targeting Team in December 2010 to
coincide with the government’s liquor reforms has made significant headway in
efforts to tackle the issue of alcohol-related crime and violence.
Since its inception, we have recorded decreases in the number of people
lodged in protective custody for intoxication, and closed this reporting period
recording a 13.3 per cent decrease in alcohol-related charges compared with
2010-11.
We recognise that addressing alcohol-related crime will require long-term
social and behavioural change, and a whole-of-community effort. Significant work
is being undertaken by police and partner agencies. We launched, as an initial
pilot, the Multi-Agency Liquor Taskforce during this reporting period, an
inter-agency forum that we expect will go some way to identify sustainable
partnered solutions to alcohol-related harm in our society.
Supporting our efforts from 1 July 2012 will be the Specialist Response
Group, Australia’s largest specialist policing function.
Twelve months of planning in 2011-12 resulted in amalgamation of two policing
elements within the AFP: our Specialist Response and Security function and the
AFP’s International Deployment Group Operational Response Group (ORG).
The Specialist Response Group will deliver a comprehensive tactical response
- marksmen, police negotiators, canines, bomb response, water operations, police
divers, targeted operations, public order management and air support - to the
ACT and abroad, and will support our frontline and community policing
efforts.
Along with caring for the needs of the community is the obligation to care
for the needs and safety of our own members.
We’ve gone to considerable lengths during this reporting period to improve
and maintain the safety of our men and women.
Tasers were introduced to our frontline Sergeants in August 2011 and after a
supplementary review, a decision was made to upgrade the Taser fleet to the X2
model which accommodates a video recording capability.
This new conducted energy weapon will have the capability to record video in
high-definition. This will provide greater accountability and officer protection
through the ability to capture, record and review all instances of Taser
use.
Load bearing vests were also introduced during this reporting period,
designed to prevent lower-back injuries suffered by our officers - who carry
around 7kg of standard accoutrements on the traditional accoutrements belt - and
to help injured members return to operational duties.
We also continued our embrace of technology to support operational activities
and promote officer safety in the reporting period. Greater use of mobile
detection technology such as RAPID, improvements in in-car computing, and the
judicious use of technology on the AFP operational helicopter, all contribute to
advancing officer safety and operational outcomes.
In addition to key operational safety measures and injury prevention
strategies, we have maintained our strict policy around vehicle pursuits,
ensuring the safety of the public, offenders, and police is paramount in our
consideration whether to continue with a pursuit.
The 12-month Roster Review, too, is aimed to improve rostering practices to
better align with the welfare and family needs of our members while still
delivering more efficiencies in operational deployments.
Intelligence-led policing will continue to drive the way we conduct our
business because we know it produces results. Similarly, tackling property and
volume crime, using intelligence as a primary tool, will always be a core
function and require a sustained effort.
While we may face some of the many challenges today as we did in 1913, as we
approach the Centenary celebrations of Canberra what hasn’t changed is the
commitment and integrity of our men and women in the rank and file.
Our aim is to be responsive, engaged and professional, and our focus will
remain on core policing activity.
We look forward to continuing a tradition of providing quality police
services to the people of Canberra.
Roman Quaedvlieg Chief Police Officer for the ACT
ACT POLICING - AT A GLANCE
Our role
ACT Policing is the community policing arm of the
Australian Federal Police (AFP). We are responsible for providing quality
policing services to the people of the Australian Capital Territory (ACT). We do
this in partnership with the community.
More information on our role can be found at Section A.1 - The
organisation.
Our mission
Our mission is to keep the peace and preserve public safety within the ACT.
We work to achieve this by providing quality police services in partnership with
the community.
Our intent
We strive to deliver a professional, innovative and effective policing
service in an ever-changing environment for all the people of Canberra.
Our governance
The AFP is a statutory authority established by federal parliament
under the Australian Federal Police Act 1979. It is part
of the Commonwealth Attorney-General’s portfolio, reporting to the Minister for
Home Affairs and Justice.
As the community policing arm of the AFP, we deliver policing services to the
ACT under a Policing Arrangement between the Australian and ACT governments (see
Appendix 1).
The Policing Arrangement provides for the establishment of an annual
Purchase Agreement between the ACT Minister for Police and Emergency Services,
the Chief Police Officer for the ACT and the Commissioner of the AFP (see
Appendix 2). The Purchase Agreement specifies the
type and level of services required by the ACT Government at an agreed
price.
The Policing Arrangement also enables the Minister for Police and
Emergency Services to provide general directions on policy, priorities and goals
to the Chief Police Officer through the Ministerial Direction (see
Appendix 3).
Our executive comprises the Chief Police Officer for the ACT, the Deputy
Chief Police Officer - Response, the Deputy Chief Police Officer - Crime, and
the Director Corporate Services.
More information on our governance can be found at Section A.1 - The
organisation.
Our strategic approach
Our strategic approach is to continue to create a safer and more secure ACT
through:
closer integration of our members with the community to promote mutual
trust, assurance and the active cooperation of the community
delivering proactive policing strategies to prevent, detect, investigate
and prosecute crime and address the perceptions of crime and safety in the
community
maintaining a capability to focus and coordinate energy and resources at
key points in key moments in time to achieve specific objectives
embedding a customer service culture that ensures the delivery of
compassionate and respectful support to the public
creating a workforce that continues to deliver a professional policing
service that contributes to AFP capabilities and embraces professional
development opportunities.
Our values
We pride ourselves on being a values-driven organisation. Our core values of
integrity, commitment,
excellence, accountability,
fairness and trust represent our principles
and standards - the values we uphold as part of our personal and professional
duties.
More information on our values can be found at Section A.1 - The
organisation.
Our
Rural Patrol continue to keep a look out across the ACT and its rural areas from
Mt Coree II
Our people
Our people - men and women, officers and our staff - are our greatest asset.
We are proud that our more than 900 staff are committed to providing effective
policing services to the ACT, often going above and beyond core duties to ensure
the safety of our community.
More information about our people can be found at Section C.7 -
Staffing profile.
Our budget
Our operating expenditure budget for this reporting period was $148 564
000.
Under the Policing Arrangement between the Australian and ACT governments,
funds to deliver community policing services to the ACT are provided by the ACT
Government to the AFP.
More information on our budget and expenditure can be found at
Section A.6 - Financial report.
Our highlights
Among other key highlights, major achievements in 2011-12 included realising
a continued decrease in burglaries and motor vehicle theft (down 25.8 per cent
and 10.6 per cent respectively) and a reduction in road deaths in the ACT (down
50 per cent). We also recorded the lowest rates across all property offences in
more than a decade.
Our major highlights for the reporting period were as follows.
Homicide investigations - Operations
Teodolina, Pennar and Neris: Our
Criminal Investigations function investigated four alleged murders in Turner,
Narrabundah, Macgregor and Yarralumla during this reporting period. These
investigations and the subsequent arrests of alleged offenders in relation to
all four murders during this period is a significant achievement. Also during
this reporting period, two people were convicted and sentenced for murders that
took place in September 2008 in Downer and in July 2008 in Charnwood.
Opening of the new Belconnen Police Station: The new
Belconnen Police Station became operational on Tuesday 31 January 2012 following
four years of consultation and work between the ACT Government’s Justice and
Community Safety (JaCS) Directorate, building architects BVN Architecture,
building contractors St Hilliers and ACT Policing. The new, $23.5 million,
2800sqm police station located on the corner of Benjamin Way and Market Street
was officially opened on 30 March 2012 by Chief Minister for the ACT, Katy
Gallagher, and Minister for Police and Emergency Services, Simon Corbell, in the
presence of AFP Commissioner Tony Negus, Chief Police Officer for the ACT Roman
Quaedvlieg and members of the Belconnen Police Station.
Opening of the Specialist Response and Security complex: Our
purpose-built Specialist Response and Security (SRS) complex in Canberra was
opened on 28 September 2011. The new facility covers more than 2700sqm, made up
of 1100sqm of storage space and 1650sqm of office space. The building has
undergone a refit to enable our members to carry out training exercises within
the facility and store a range of specialist tactical equipment.
Formation of the Specialist Response Group: Twelve months of
planning in 2011-12 resulted in the formation of the AFP’s Specialist Response
Group (SRG) which came into effect on 1 July 2012. This group was formed through
the amalgamation of two policing elements within the AFP: ACT Policing’s SRS and
the International Deployment Group’s Operational Response Group (ORG). The
amalgamation of the SRS and the ORG will deliver a comprehensive tactical
response that includes marksmen, police negotiators, tactical intelligence,
canines, bomb response, water operations, police divers, targeted operations,
public order management and air support.
Opening of the new Phillip Forensic Medical Centre: We had
significant involvement in the JaCS development of the new Phillip Forensic
Medical Centre which was officially opened on 7 September 2011. The new centre,
which was designed around the principles of industry best practice and in
accordance with the National Pathology Accreditation Advisory Council
guidelines, provides a much greater clinical capacity than the former Kingston
facility.
Marking 12 months fatality free on our roads: In March 2012
the ACT recorded zero deaths on its roads over a 12 month period, the only
jurisdiction in Australia to not record a road fatality over an extended period
of time. This was a significant achievement for ACT Policing, the ACT Government
and the people of Canberra. There has been no record found of this ever
occurring in any State or Territory since reporting of fatalities began. We also
recorded a single digit road toll of six in the 2011 calendar year, making it
the lowest road toll since 1959 and a two-third reduction from the 2010 road
toll.
Combined road safety operations: In February 2012 we
amalgamated two teams - the RAPID (Recognition and Analysis of Plates
IDentified) team and the Random Roadside Drug Testing (RRDT) team - to form the
Road Safety Operations Team (RSOT). This has enhanced our capabilities and
expanded our reach in removing impaired drivers from ACT roads. The RSOT
provides a multi-pronged approach to roadside operations, specifically trained
to target and remove high-risk takers to ensure the safety of the Canberra
motoring community. The amalgamation increased the number of officers able to
conduct RRDT to nine. The RRDT came into full effect during this reporting
period, testing the presence of cannabis, methamphetamine (speed and ice) and
ecstasy (MDMA) in motorists. As of 30 June 2012, 25 people had returned a
positive laboratory drug test, with nine convicted for drug-driving. Several
others are still before the court.
Volunteers in Policing - celebrating 10 years: The
Volunteers in Policing (VIP) program celebrated its 10th anniversary in December
2011. Our 46 volunteers - 23 women and 23 men - continue to provide incredible
support to our officers in meeting operational and business requirements. Our
‘vollies’ perform a range of duties ranging from front office support to
providing Justice of the Peace services, with 81 069 documents witnessed and
certified during this reporting period.
During this reporting period the VIP program recorded 17 581 hours worked
(more than 1400 hours each month), representing a total of more than 124 000
voluntary hours since the program’s inception.
Protecting visiting dignitaries: ACT Policing played a
significant role in the security arrangements and providing escorts for a number
of high profile visits during the last quarter of 2011, including visits by Her
Majesty Queen Elizabeth II and the Duke of Edinburgh, the President of the
United States, Barack Obama, and Prince Frederick and Princess Mary of Denmark.
Our newly refurbished Police Operations Centre was used to coordinate security
for the visit by Queen Elizabeth and President Obama. The new layout provided
efficiencies that enabled a combined whole-of-AFP and ACT Government response to
the visits.
Supporting the Commonwealth Heads of Government Meeting:
Fourteen of our members were deployed to Perth in October 2011 in an
AFP contingent to help Western Australia Police provide services for the
Commonwealth Heads of Government Meeting. Our members provided assistance in the
areas of media liaison, intelligence and specialist response and security
arrangements around motorcades, static guards, public order and tactical
response.
Our challenges
Our challenges primarily revolve around the socio-economic environment and
technological advances which, from a law enforcement perspective, may greatly
affect our ability to deter, investigate and prosecute crime. These challenges
are outlined here.
Fast-growing population - our footprint: Keeping pace
with the demographic and geographical growth and development of the ACT over
the medium to long term. Our challenge is to ensure the effective delivery of
policing services to the community in terms of our interface with the public
and response capability.
Workforce diversity - reflecting our community: Ensuring
that, as a police service, we reflect the community in which we serve. This
requires a concerted long-term effort to recruit and retain women, Aboriginal
and Torres Strait Islanders, and people from culturally and linguistically
diverse backgrounds.
Instilling community confidence: Addressing perceptions
of crime and satisfaction with police to increase confidence in our service
and members, and reduce fear of crime in our community.
Budgetary environment - building flexibility: Building
our leadership capability and ‘holding our ground’ over time in a tighter
fiscal environment to future-proof our organisation.
Evolving crime environment: Keeping pace with new crime
types, trends, and the ever-evolving criminal and technological environments
to equip our members with the skills required to deter crime and enforce the
law.
Our performance
Our performance is measured by a framework of one major outcome and a series
of outputs and performance measures articulated in the annual Purchase Agreement
(see Appendix 2).
The major outcome of the Purchase Agreement is to ‘work in partnership with
the community to create a safer and more secure Australian Capital Territory
through the provision of quality police services’.
This is achieved by delivering on four key areas of focus: Crime and Safety
Management, Traffic Law Enforcement and Road Safety, Prosecution and Judicial
Support, and Crime Prevention.
Each output is measured by a number of key performance indicators (KPIs). We
achieved or exceeded 26 out of the 32 KPIs for this reporting period. Two
important milestones were achieved when we recorded the lowest rate of property
offences in more than 10 years, and ended the 2011 calendar year with the lowest
road toll in more than 50 years.
More information about our performance can be found at Section A.9 -
Analysis of agency performance.
SECTION A
Performance and financial Management
A.1 - THE ORGANISATION
Our role
The Australian Federal Police (AFP) is a statutory
authority established by federal parliament under the Australian Federal
Police Act 1979. It is part of the Commonwealth Attorney-General’s
portfolio, reporting to the Minister for Home Affairs and Justice.
ACT Policing is the community policing arm of the AFP and our role is to
deliver quality police services to the ACT.
These services are provided in accordance with An Arrangement between the
Minister for Justice and Customs of the Commonwealth and the Australian Capital
Territory for the Provision of Police Services to the Australian Capital
Territory (the Policing Arrangement), signed for a further five years on 24
June 2011 (see Appendix 1).
The Policing Arrangement provides for the establishment of an annual Purchase
Agreement between the ACT Minister for Police and Emergency Services, the
Commissioner of the AFP and the Chief Police Officer for the ACT (see
Appendix 2). The Purchase Agreement specifies the type and
level of services the ACT Government requires from ACT Policing on an annual
basis, and the agreed price of those services.
The Policing Arrangement enables the Minister for Police and Emergency
Services to provide general directions on policy, priorities and goals to the
Chief Police Officer in the form of a Ministerial Direction (see
Appendix 3).
We achieve our outcome - ‘in partnership with the community, create a safer
and more secure Australian Capital Territory through the provision of quality
police services’ - through four key outputs:
Crime and Safety Management -
providing efficient and effective police response to calls for assistance;
conducting investigations to detect offenders and bring them to justice; and
maintaining a proactive presence in the community, driven by the analysis of
police intelligence data.
Traffic Law Enforcement and Road Safety - enforcing
traffic laws and promoting safer behaviour on ACT roads with the objective of
reducing the number of crash fatalities and injuries to members of the
community.
Prosecution and Judicial Support-
maximising the number of successful prosecutions in court by providing support
to the Office of the Director of Public Prosecutions (DPP) and the courts.
Crime Prevention - reducing and preventing crime through
strategies that incorporate government and community cooperation to address
risk factors associated with criminal behaviour and recidivism and raise
awareness of the community’s role in their own safety and security.
Our mission and values
Our mission is to keep the peace and preserve public safety within the ACT.
We work to achieve this mission by providing quality police services in
partnership with the community.
In line with the AFP, we pride ourselves on being a values-driven
organisation. The core values of integrity,
commitment, excellence,
accountability, fairness and
trust represent our principles and standards - the values we
uphold as part of our personal and professional duties.
Integrity
Integrity is displayed on an individual level through soundness of moral
principle, honesty and sincerity. We demonstrate integrity through:
a genuine commitment to the success of individuals
complete honesty and forthrightness in all interactions with people
high standards of personal conduct and character at all times
complete trustworthiness when handling property, money and information.
Commitment
Our commitment is characterised by our dedication, application, perseverance
and a belief in the ability of individuals to achieve and add value. We display
commitment by:
applying ourselves to all tasks/jobs for which we have responsibility
persisting with jobs until objectives are achieved or are no longer
reasonably attainable
striving to uphold the vision and mission of the AFP
striving to achieve individual, team and corporate milestones.
Excellence
We believe there is always room for improvement - and that the never-ending
search for improvement leads to excellence. We aim for excellence in everything
we do. To promote excellence in our organisation we:
empower our employees and involve them in providing a quality service
coach and develop people rather than control and direct them
strive to deliver the product that best serves the needs of our clients
and our community
constantly improve work performance by seeking to remove waste and
inefficiencies
dedicate time and effort to self-improvement
encourage innovation, experimentation and risk-taking
support teamwork by communicating with each other, participating together
with problem solving, sharing work, delegating, and taking responsibility for
individual tasks, dealing with conflict, performance problems and discipline
issues.
Accountability
Accountability is achieved through taking ownership of our work and/or
results, and being answerable for our outcomes. This means we:
accept personal responsibility for the consequences of our actions
ensure people know what is expected of them, how their work will be
evaluated, and how success is measured or determined
allow individuals and teams to make decisions about their work
do not take credit for the work of others
provide feedback on work performance.
Fairness
We are committed to being fair - that is, impartial and equitable. This means
we:
respect people as individuals
apply anti-discrimination, fairness and equity principles in our daily
work
do not act out of malice, prejudice or personal bias when making decisions
approach people and issues with tolerance and an open mind.
Trust
We believe in trust, having faith and confidence, and being able to rely and
depend on others. This means we:
assume people can be relied on to do the right thing
declare conflicts of interest if they arise
do not subject people to abuse of power
respect each other regardless of roles and status
foster an environment in which people do not fear punishment for making
honest mistakes.
Our structure and governance
Our executive comprises a Chief Police Officer, a Deputy Chief Police Officer
- Response, a Deputy Chief Police Officer - Crime, and the Director Corporate
Services.
The Chief Police Officer for the ACT is responsible to the Minister for
Police and Emergency Services for the achievement of outcomes and key
performance indicators (KPIs) as determined in the Purchase Agreement (see
Appendix 2) and for the key areas of focus outlined in the
Ministerial Direction (see Appendix 3). The Chief Police
Officer is also responsible for general management, workforce planning and
management of resources used to provide quality police services to the ACT
community.
As an Assistant Commissioner of the AFP, the Chief Police Officer also
reports to the Commissioner of the AFP. The Chief Police Officer is supported by
the three functional streams of Crime, Response, and Corporate Services.
The Deputy Chief Police Officer - Response is responsible for the management
of North and South District General Duties, ACT Policing Operations, Traffic
Operations, and Emergency Management and Planning.
The Deputy Chief Police Officer - Crime is responsible for the management of
specialised policing services, including Criminal Investigations, Specialist
Response and Security (SRS), ACT Policing Intelligence, Crime Prevention, and
Judicial Operations (including the ACT Watch House).
The Director Corporate Services is responsible for the portfolios that
deliver enabling services to support frontline policing services to the ACT
community. These include Ministerial and Operational Support, the Exhibit
Management Centre (EMC) and ACT Firearms Registry, Ministerial and Operational
Support (MOS), Finance and Logistics, Human Resources, Media and Marketing, and
the Volunteers in Policing program.
An organisational structure chart can be found at Figure
C.5.1.
Response
Emergency Management and Planning
The Emergency Management and Planning team is made up of three key areas:
Counter-terrorism: Members working within the
counter-terrorism area represent ACT Policing on the National
Counter-Terrorism Committee (NCTC) as well as other relevant forums and
working groups.
Chief Police Officer for the ACT Roman Quaedvlieg is a member of the NCTC and
chair of its chemical, biological, radiological and nuclear security
sub-committee.
Emergency management: This area
is responsible for reviewing, revising and applying the ACT’s emergency plans.
These plans outline the inter-agency regional response to an emergency
situation.
Visits (delegations) and major events: This area is
responsible for the development of operational strategies and the deployment
of ACT Policing resources to major events (such as Skyfire - Canberra’s
largest waterfront fireworks event), demonstrations and visits to the ACT by
foreign dignitaries.
Each of the three areas work towards increasing the preparedness and response
capabilities of the ACT to events and major incidents, including
terrorism-related occurrences, natural disasters, health pandemics and the
coordination of recovery operations.
North and South Districts - general duties
The ACT’s five police stations - Belconnen, City (Civic), Gungahlin, Woden
and Tuggeranong - work together to respond to requests for police assistance
across Canberra.
On 1 July 2011 ACT Policing revised patrol zones to ensure frontline
policing is supported and effectively resourced across the Territory. The
catalyst for the review was the growing population and emerging suburbs of
Canberra. The revised patrol zones take into account the changing environment
and patrol workloads.
North District patrols (Belconnen, City and Gungahlin) service the City
Central Business District, the inner north, Belconnen and Gungahlin. The City
District now patrols the additional suburbs of Yarralumla, Parkes, Barton,
Fyshwick, Beard, Oaks Estate and Capital Hill. The South District patrols
Kingston, Manuka, Fyshwick, Woden, Weston, Tuggeranong and Hume. The South
District also operates a two-member Rural Patrol team from the Tuggeranong
Police Station which services the ACT’s rural population with the support of
other ACT Policing teams as required.
A map of Canberra and patrol zones can be found at Figure
A.1.1.
More information about our patrol zone review can be found at Section
A.2 - Overview.
Districts share the responsibility for responding to incidents, undertaking
patrols and detecting and investigating crime.
The five stations also provide a 24-hour-a-day, seven-days-a-week general
enquiry and face-to-face service for the community.
Specialist Response and Security
Specialist Response and Security (SRS) is a multi-disciplined, specialist
policing portfolio providing the capability to prepare for, manage and respond
to major incidents.
Services provided by SRS include:
high-level tactical response through the application of an extensive range
of specialist skills encompassing tactical policing, public order, and rural
search-and-rescue operations
response to, and management of, incidents involving explosive and
incendiary devices or chemical, biological or radiological materials
provision of a canine law enforcement capability to assist in the search
and location of people
the maintenance of public order and drug, firearm and explosive detection
negotiation at high-risk critical incidents with the objective of
achieving peaceful resolution
law enforcement, education and police diver capability in ACT
waterways
development and delivery of internal training programs.
Work was undertaken during the year to amalgamate the SRS with the AFP’s
International Deployment Group’s Operational Response Group (ORG). From 1 July
2012 this will result in the largest specialist policing capability in Australia
- the Specialist Response Group (SRG).
More information about the SRG can be found at Section A.2 -
Overview.
Traffic Operations
Traffic Operations is responsible for enforcing traffic laws and
promoting safer driving on ACT roads. Traffic Operations works closely with the
ACT Office of Road Safety to develop and implement strategies relating to
education, deterrence and enforcement of traffic matters.
Services provided by Traffic Operations include:
enforcement of traffic offences across the ACT through high visibility
patrols and specific targeted operations, using motorcycles and patrol
vehicles
the collation and analysis of intelligence related to traffic violations
traffic management duties at high profile events
ceremonial motorcade support for foreign dignitaries, government visits
and major ceremonial events
investigation of all fatal and serious motor vehicle collisions that occur
within the ACT through its Crash Investigations and Reconstruction Team
management of alcohol breath analysis equipment and random roadside drug
testing
management of ACT Policing’s RAPID (Recognition and Plates IDentified)
system
management of blood samples for alcohol and drug testing following motor
vehicle collisions.
Crime
ACT Policing Intelligence and Crime Prevention
In keeping with our intelligence-led policing approach, the ACT Policing
Intelligence and Crime Prevention functions were combined during this reporting
period.
ACT Policing Intelligence provides an intelligence capability to support
police activities and inform criminal investigations within the ACT.
Services provided by ACT Policing Intelligence include:
collecting, collating and analysing information to enable the
identification of potential offences and offenders
providing intelligence to assist in investigations
evaluating and assessing information to identify current and emerging
crime trends
providing timely and actionable intelligence to prevent acts or threats of
terrorism, violence or unlawful behaviour
employing a range of surveillance techniques and equipment to support
intelligence collection
evaluating information received from members of the public and law
enforcement agencies to determine appropriate policing action
managing regulatory and administrative requirements of relevant
legislation
actioning intelligence requests for information from external agencies to
assist criminal investigations
facilitating the anonymous reporting of criminal or suspicious activity by
the public through ACT Crime Stoppers.
Crime Prevention aims to increase confidence in police through interaction
and engagement with the community. A key element in achieving this is working
with key stakeholders across government and the community sector.
Crime Prevention supports and coordinates a broad range of community
engagement programs, including:
our Suburban Policing Strategy - designed to increase the visibility and
availability of police to work within the community, this is also the
responsibility of every area of ACT Policing, including the North and South
District
the Family Violence Intervention Program - providing a coordinated
community and criminal justice response to family violence in the ACT
Victim Liaison Officers - providing support to victims of crime
the Home Safety Program - providing crime prevention advice to residential
burglary victims
support for community organisations - this includes ACT Neighbourhood
Watch, ACT Safety House and the Canberra Police and Community Youth Club
the Multicultural Liaison Team - working with Canberra’s diverse
multicultural community to address community issues and concerns
the Youth Liaison Team - identifying young people at risk and young
offenders, and liaising with support services for referral to programs that
divert young people away from crime and harmful behaviours
the Early Intervention Pilot Program - targeting under-age drinkers as
part of the National Binge Drinking Strategy
Police Early Diversion Scheme - providing a diversionary pathway for
offenders engaged in personal drug use
the Alcohol Crime Targeting Team - formed in 2010 to strengthen the
enforcement of new ACT Government liquor laws and address issues associated
with the sale and supply of alcohol through engagement, education and
enforcement
the Aboriginal and Torres Strait Islander Community Engagement Team -
working to strengthen the relationship between police and Aboriginal and
Torres Strait Islander communities
the Business Liaison Team - working with Canberra’s business community and
peak bodies to assist and advise on crime prevention and control.
ACT Policing Operations
ACT Policing Operations provides centralised command, control, communications
and coordination services for ACT Policing.
Services provided by ACT Policing Operations include:
receiving and triaging Triple Zero (000) and 131 444 police assistance
calls
receiving and triaging ACT Crime Stoppers and general enquiry calls
receiving and triaging - through the Operations Monitoring Centre -
written and electronic requests for police investigations
managing and allocating resources to ensure an efficient and timely
response to requests for assistance
monitoring the ACT’s closed circuit television (CCTV) network and
providing a timely response to incidents requiring police attention
operating and maintaining call centre and despatch information
communications technology infrastructure
servicing and maintaining our secure radio network
During the reporting period, ACT Policing Operations handled 141 464 calls
for police assistance (not including general switchboard calls), including 28
524 Triple Zero (000) calls, 91 024 non-emergency calls to 131 444 (police
assistance), and 5 096 calls to Crime Stoppers. Police were dispatched to 93 056
incidents.
ACT mental health clinicians were embedded in ACT Policing Operations during
this reporting period as part of the Mental Health Community Policing Initiative
(MHCPI). The clinicians have access to the ACT Health database and are a
dedicated police resource, providing a triage and information service in real
time to police who are responding to a mental health incident. Since the launch
of the MHCPI, the mental health clinicians have been involved in more than 1400
cases. We have also recorded a reduction in emergency actions from 80 to 40 per
month.
Criminal Investigations
Criminal Investigations is the primary function responsible for investigating
serious and major crime in the ACT.
Criminal Investigations members are involved in the investigation of:
homicides
serial aggravated robbery, serious assaults, arson, suicides
coronial matters referred by the ACT Coroner
sexual assault and child abuse matters
counter-terrorist investigations in the ACT
missing persons, in circumstances where there are fears for the person’s
safety, or suspicious circumstances surrounding their disappearance
technology-enabled crime, including online fraud and child exploitation
monitoring and compliance checks of registered child sex offenders on the
Australian National Child Sex Offender Register (ANCOR)
organised crime and drug-related matters
ACT and Commonwealth fraud
corruption by public officials
proceeds of crime to trace, restrain and confiscate funds acquired as a
result of criminal activity
serial burglary and motor vehicle theft and organised re-birthing of
stolen motor vehicles
drug trafficking, supply, manufacture and possession.
Judicial Operations
Judicial Operations provides regulatory and legal support to ACT
Policing.
quality assurance of briefs of evidence to identify potential procedural
improvements to increase the number of successful prosecutions
adjudication on disputed traffic and camera infringement notices
maintenance of the Autocite traffic and criminal infringement systems
processing of immediate suspension notices for ‘prescribed content of
alcohol’ matters
processing of requests from members of the public, solicitors, government
departments and other agencies for access to information on recorded incidents
administration, service and execution of various judicial orders, warrants
and notices
minor complaints management via the Complaints Recording and Management
System (CRAMS).
Corporate services
Exhibit Management Centre (and ACT Firearms Registry)
The EMC provides a shop front service to the ACT community and administers
the approvals for ACT licenses and firearm registrations, ensuring compliance
with the ACT firearms legislation.
The EMC also provides a secure storage facility for the preservation and
management of exhibits and property seized and held by ACT Policing, ensuring
the continuity and integrity of this evidence.
Finance and Logistics
Finance and Logistics facilitates our management of finances, assets, fleet,
facilities management, uniform services, procurement and contract support.
Services provided by Finance and Logistics include:
ensuring financial framework compliance
managing accounts payable and accounts receivable
coordinating witness travel
stocktaking our assets and firearms
preparing and managing our budget
undertaking financial reporting and analysis
providing procurement and contract support
preparing our financial statements
providing specialist advice relating to major capital upgrades
administering the routine maintenance of existing facilities
managing our vehicle fleet.
Human Resources
Human Resources (HR) manages our most important asset - our people. HR works
to align people management policies and practices with business objectives to
best support ACT Policing through:
undertaking strategic and operational workforce planning to promote a
professional and sustainable workforce
providing HR advice to all ACT Policing members and stakeholders
recruiting and selecting unsworn personnel and providing assistance to AFP
National with sworn recruitment processes
reporting on the use of human resources by ACT Policing
coordinating learning and development through training programs
managing processes relating to Performance Development Agreements to
reward effective performance and to identify opportunities for development
managing workplace injuries, rehabilitation and graduated return to work
arrangements for employees who have been injured in the course of duty
advising on workplace health and safety policy, practical interventions in
the workplace and risk management issues
coordinating retention policies and practices, including advancements and
transfers
managing our staff rosters.
Media and Marketing
Media and Marketing supports the operational outcomes of ACT Policing by
building cooperative relationships between the media and police, distributing
public information and profiling the work of our organisation and people through
campaigns and programs in the local community.
Services provided by Media and Marketing include:
responding to media enquiries about police incidents and distributing
written, audio, visual and photographic material
producing media releases and facilitating print, radio and television
interviews on law enforcement issues, incidents and community initiatives
facilitating media training for operational police officers
undertaking daily monitoring of local news services
developing and implementing internal and external communication
strategies, advertising, campaigns and educational programs
producing marketing materials, including publications, brochures, posters,
information sheets, news stories and website content
maintaining and developing our social media presence
(twitter/CPOACT and twitter/ACTPol_Traffic) and website police.act.gov.au
project managing initiatives to stimulate public interest and focus on
specific crime types or security issues through strategies that include
community events such as White Ribbon Day, the ActewAGL Royal Canberra Show,
and community requests
running the education program - Constable Kenny Koala - designed to
educate primary school-aged children on a range of safety matters
managing CCTV-related material in support of investigations
liaising with State and Territory police media as well as ACT and
Commonwealth Government department representatives on common issues and public
information coordination
producing our annual report
providing media advice and support to the Chief Police Officer for the
ACT, the Deputy Chief Police Officers and the Director Corporate
Services.
Ministerial and Operational Support
MOS provides advice to our executive, ACT Government agencies and the
Minister for Police and Emergency Services on law enforcement matters.
Services provided by MOS include:
briefing the Chief Police Officer and the Minister for Police and
Emergency Services on ACT Policing activities
coordinating ministerial correspondence
researching and developing policy to inform operational initiatives
supporting policy development through inter-agency and inter-governmental
liaison and coordination
monitoring, evaluating and reporting on performance and the implementation
of programs within the agency
managing our corporate governance framework which supports operational
policy and practices
coordinating drug and alcohol policy development
responding to questions from the ACT Legislative Assembly on policing
matters
responding to letters from the general public
providing briefing support for the executive who attend national and
international forums
managing the EMC, including the Forensics and Data Centre Service Level
Agreement with our management and analysis of forensic evidence.
Volunteers in Policing program
Our Volunteers in Policing (VIP) program provides the opportunity for
experienced members of our community to make a positive contribution by using
their skills in a number of ways to support our work and, importantly, our
critical mass on the frontline.
Roles undertaken by our VIPs include:
supporting our commitment to community events
undertaking Justice of the Peace duties
role playing (as part of recruit training)
assisting with administration duties
providing front office support at police stations
supporting the Chequered Ribbon Association.
During this reporting period, our volunteers in policing provided 17 581
hours of service, averaging more than 1400 hours per month over a 12-month
period.
Our clients and stakeholders
Our primary client is the community which we serve and protect. We work in
close partnership with the community itself to ensure the delivery of quality
policing services to the ACT.
Our primary stakeholder is the ACT Government. In line with the Policing
Arrangement and annual Purchase Agreement (see Appendices 1 and
2), our role is to keep the peace and preserve public safety
within the ACT. We are responsible for reporting quarterly and annually on our
outcomes and KPIs to the Minister for Police and Emergency Services.
Building partnerships with the community lies at the core of effective
community policing, and working with community stakeholders is an essential part
of our role in facilitating access and interaction with the community. We strive
to maintain these relationships for our benefit and that of the community.
To fulfil our role to the best of our ability, we also work with a number of
agencies, including government, non-government and not-for-profit
organisations.
Our primary clients and stakeholders include:
ACT Government
State and Territory police services
Justice and Community Safety Directorate
Housing and Community Services Directorate, including the Bimberi Youth
Justice Centre
ACT Corrective Services
ACT Courts
ACT Health Directorate
Territory and Municipal Services Directorate
Office of the Director of Public Prosecutions
Office of Regulatory Services
Emergency Services Agency - ACT Ambulance, Fire Brigade, Rural Fire
Service and State Emergency Service
Human Rights Commission
Australian Crime Commission
Commonwealth Government Attorney-General’s Department
Australian Security Intelligence Organisation
Australia New Zealand Policing Advisory Agency
local businesses, schools, community groups and centres
community partners such as Crime Stoppers, Police and Community Youth
Club, and Neighbourhood Watch
national security agencies, such as the Protective Security Coordination
Centre
road transport agencies such as the National Roads and Motoring Authority,
the Road Safety Trust, the Motor Registry and the Road Transport
Authority
utilities bodies such as ActewAGL and TransAct
communication agencies
media outlets
research bodies, such as the Australian National University, the
University of Canberra and the Australian Institute of Criminology
reporting agencies, including the Australian Bureau of Statistics and the
Australian National Audit Office.
More information about our partnerships can be found at Section A.2 -
Overview.
A.2 - OVERVIEW
ACT Policing is the community policing arm of the
Australian Federal Police (AFP). Our mission is to keep the peace and preserve
public safety within the ACT.
In line with the 2011-12 Purchase Agreement (see Appendix 2)
- set out as part of the contractual arrangement between the ACT and Australian
governments and the AFP - our performance is measured against four key
outputs:
Crime and Safety Management - providing efficient police
response calls for assistance received from members of the community,
conducting investigations to detect offenders and bring them to justice, and
maintaining a proactive presence in the community, driven by the analysis of
police intelligence data.
Traffic Law Enforcement and Road Safety - enforcing
traffic laws and promoting safer behaviour on ACT roads with the objective of
reducing the number of crash fatalities and injuries to members of the
community.
Prosecution and Judicial Support - maximising the number
of successful prosecutions in court by providing support to the Office of the
Director of Public Prosecutions (DPP) and the courts.
Crime Prevention - reducing and
preventing crime through strategies that incorporate government and community
cooperation to address risk factors associated with criminal behaviour and
recidivism and raise awareness of the community’s role in their own safety and
security.
Each output is assessed at a whole-of-service level against seven specific
areas of focus:
Level of crime
Perceptions of crime
Police responsiveness
Public confidence in police
Road safety
Supporting the judicial process
Crime prevention.
These specific areas of focus are broken down into 32 key performance
indicators (KPIs).
Strategic assessment of agency performance
We attained or exceeded 26 of our 32 KPIs during this reporting period,
achieving some notable accomplishments, including recording the lowest rate of
property offences in more than 10 years.
We also recorded a significant decrease - 50 per cent - in road fatalities
during this reporting period, on top of a reduction in 2010-11 of 45 per cent.
This is one of the lowest road tolls on record.
Importantly, we again exceeded all our police response targets for attendance
at priority one, two and three incidents, as well as emergency Triple Zero (000)
calls, recording more than 90 per cent on all but one measure.
We also delivered a high 90.6 per cent against delivery of briefs to the DPP
within the set timeframe. In addition, we recorded the highest result nationally
of people who agreed police perform their job professionally, and are confident
in their police service.
There are some measures against which we did not meet the performance target,
namely around self-reporting and perceptions of crime. While some of these
performance measures are outside of our direct control, we use performance
results against KPIs as one of the means of ensuring our policing efforts are
directed in the right areas.
1. Level of crime
We met all four measures relating to levels of crime, including both measures
relating to the ‘number of offences against the person’ and the ‘number of
offences against the person cleared’.
‘Offences against the person’ reported to ACT Policing decreased by 8.1 per
cent (or 242 offences) compared with the previous reporting period (2010-11).
‘Other offences against the person’ were down by 34.8 per cent and assaults,
both in the home and public places, were down by 8.9 per cent and 9.2 per cent
respectively.
Offences against property were also down by 19.2 per cent (or 4707 offences)
compared with the previous reporting period. This represents the lowest rate of
property offences recorded in more than 10 years in the ACT.
All offence types under the ‘offences against property’ category decreased
considerably when compared to the previous reporting period.
We also exceeded our clear-up rate targets for ‘offences against the person’
and for ‘offences against property’ by 10.8 per cent and 3.3 per cent
respectively.
2. Perceptions of crime
We achieved our KPIs against the majority of measures aimed at determining
the public’s perception of crime. Six of these KPIs are measured by the National
Survey of Community Satisfaction with Policing (NSCSP), conducted by an
independent research company commissioned by the Australia New Zealand Policing
Advisory Agency (ANZPAA).
Canberrans are less concerned about becoming a victim of physical or sexual
assault compared with the national average - they are more concerned about
becoming a victim of housebreaking or motor vehicle theft. While there is a
community perception of being prone to motor vehicle theft, we only narrowly
missed our target by 0.9 per cent, and recorded a decrease in this crime type.
The ACT also recorded above the national average of people who feel safe at
home alone, both during the day and after dark. This is a promising result.
3. Police responsiveness
We again exceeded all our police response targets, with police attendance to
priority one (critical) incidents recorded at a high 85.4 per cent within eight
minutes and 95.8 per cent within 12 minutes.
Response times for lower level incidents (priority two) far exceeded our
targets of 60 per cent within twenty minutes and 95 per cent within thirty
minutes, recording 92.9 per cent and 97.6 per cent respectively. Priority three
incidents, where police attendance or attention is required no later than 48
hours 90 per cent of the time, recorded a high 99.8 per cent.
In addition, 96 per cent of Triple Zero (000) calls were answered on first
presentation and 99.6 per cent on second presentation, exceeding targets of 90
per cent and 98 per cent respectively.
We reassessed response times for the 2012-13 financial year during this
reporting period, revising targets to build on this strong performance.
4. Public confidence in police
We exceeded two of the three measures relating to public confidence with
police, being outside the target by only 0.7 per cent for the measure of the
percentage of people satisfied with their recent contact with police services.
When compared nationally (as measured through the NSCSP), the ACT once again
recorded the highest proportion of people who had confidence in police.
Additionally, the ACT recorded the highest result for people who agreed that
police performed their role professionally - 79.6 per cent of Canberrans agreed
that our police treat them fairly and equally.
5. Traffic law enforcement and road safety
We achieved the majority of our targets within the traffic law enforcement
and road safety output, and we again recorded a significant decrease - 50 per
cent - in road fatalities during this reporting period. This built on the
reduction of 45 per cent in 2010-11.
There were five road collisions resulting in five deaths during this
reporting period, compared with 10 in 2010-11. We narrowly missed - by just 0.2
per cent - our target for collisions with injuries.
During this reporting period we achieved measures 21, 22 and 23 which are:
self-reporting driving while not wearing a seatbelt, being over the prescribed
alcohol limit, and driving when using a mobile phone. However, it is a concern
that drivers in the ACT continue to self-report speeding and driving 10km/h or
more over the speed limit.
6. Supporting the judicial process
We achieved against all our targets in supporting the judicial process - in
particular, we recorded a high 90.6 per cent of briefs delivered to the DPP
within the given timeframe (against a target of 75 per cent).
In addition, 84.7 per cent of cases brought to court resulted in an offence
being recorded, leaving only 13.5 per cent of cases finalised by a not-guilty
verdict or otherwise withdrawn.
7. Crime prevention
ACT Policing achieved six of its eight KPIs relating to crime prevention,
including perceptions around specific quality-of-life issues such as louts and
gangs, and drunken/disorderly behaviour.
We far exceeded our target in referring young people to diversionary
programs, with our members assigning 121 young people to restorative justice.
This was 66 over target, and higher than last year’s figure of 95. Similarly,
169 people were diverted into our early intervention and drug diversion program,
an increase of 59.4 per cent over the previous reporting period, and exceeding
this target by 160 per cent.
More than 5000 people were referred to community support agencies during this
reporting period, with 84.5 per cent of victims contacted by our Victim Liaison
Officers.
Canberrans’ main concerns were speeding cars and dangerous driving, as well
as graffiti and vandalism.
More information about our performance can be found at Section A.9 -
Analysis of agency performance.
Planning framework and direction-setting mechanisms
The AFP is a Commonwealth Statutory Authority established under the
Australian Federal Police Act 1979. ACT Policing is the community
policing arm of the AFP responsible for the delivery of police services to the
ACT.
These services are delivered in accordance with the three principal
direction-setting mechanisms that drive our planning frameworks:
the Policing Arrangement (see Appendix 1)
the annual Purchase Agreement (see Appendix 2)
Ministerial Direction (see Appendix 3).
Our overarching strategic direction is set in our 2008-11 ACT
Policing Strategic Plan, which encompasses our core elements and vision for
the future of policing in the ACT.
Policing Arrangement
The five-year Policing Arrangement is a contractual arrangement between the
Australian and ACT governments and the Commissioner of the AFP (see
Appendix 1). It sets the enabling framework by which the AFP
(ACT Policing) provides policing services to the ACT.
The Policing Arrangement defines the overarching powers and relationships
between all parties involved. The objectives are:
appropriate policing - providing an agreed level of
policing services for the ACT community
service quality - promoting and sustaining a high quality
of service provision
value for money - encouraging efficient and effective
service provision at an optimum cost with an emphasis on continuous
improvement
capacity to deliver - providing sufficient resources to
deliver the services to agreed priorities and levels.
The Policing Arrangement was re-signed for a further five years on 24 June
2011 by Minister for Home Affairs and Justice, Minister for Police and Emergency
Services, and the Commissioner of the AFP.
Purchase Agreement
The Policing Arrangement provides for the establishment of an annual Purchase
Agreement (see Appendix 2) between the Minister for Police and
Emergency Services, the Commissioner of the AFP, and the Chief Police Officer
for the ACT.
The Purchase Agreement specifies the type and level of services the ACT
Government requires of ACT Policing as well as the agreed price of those
services. It details:
the policing outcomes, outputs, performance measures, targets and
facilities to be provided
the powers and obligations of the Minister for Police and Emergency
Services and the Chief Police Officer for the ACT
associated administrative arrangements.
We are directly accountable to the Minister for Police and Emergency Services
for the achievement and delivery of the outcomes defined in the Purchase
Agreement. The Chief Police Officer for the ACT is required to report on
outcomes to the Minister within one calendar month at the end of each quarter,
unless otherwise agreed by the parties.
The Purchase Agreement is the key mechanism by which we plan our activities,
and articulates the 32 KPIs we are measured against.
We align our workforce and strategic priorities in accordance with the
requirements stipulated in the Purchase Agreement by allocating resources and
specialist capabilities to service each output.
The Purchase Agreement is re-negotiated annually before the beginning of each
financial year (1 July).
Ministerial Direction
Clause 6 of the Policing Arrangement allows the Minister for Police and
Emergency Services to provide general directions to ACT Policing (in writing)
through a Ministerial Direction (see Appendix 3). The
Ministerial Direction is updated annually, in line with the Purchase Agreement,
and provides guidance on specific areas of focus relating to policy, priorities
and goals for the provision of police services. It does not issue directions on
operational matters.
The 2011-12 Ministerial Direction identified the following areas of special
focus for ACT Policing:
Take a leadership role with partner agencies in realising the vision and
objectives of the ACT 2010-2013 Aboriginal and Torres Strait Islander
Justice Agreement.
Continue to work with partner agencies to implement the revised
2011-2014 Property Crime Reduction Strategy.
Continue to take a leadership role with partner agencies in the delivery
of liquor industry reforms in the ACT (with particular emphasis on minimising
the adverse effects of alcohol-related violence in public places).
With partner agencies, continue to develop and implement the mental health
intervention strategy. Continue to work with partner agencies to develop and
deliver random driver drug testing with the aim of improving road safety
within the Territory.
Internal governance framework
Our governance arrangements enable effective operational and organisational
planning. A range of internal committees provide support to the Chief Police
Officer for the ACT in the management of ACT Policing.
We have a strategic workforce plan, approved by the Executive Committee, to
ensure that sufficiently skilled staff are appropriately distributed across the
agency in accordance with key priorities.
A revised ACT Policing governance framework was introduced in January 2011.
After 12 months of operation, the framework was re-examined and a number of
small adjustments were made to ensure all decision-making bodies in ACT Policing
were captured within the one framework. An updated governance framework was then
issued in June 2012.
The framework structure has four principal committees for managing our
business: the Executive Committee, the Business Committee, the Executive
Steering Committee and the Operations Committee. Supporting these committees are
six specialist committees, each of which has a particular focus. These
committees are the Complaint Management Team, the Workplace Health and Safety
Committee, the Learning and Development Committee, the Workforce Management
Committee, the Police Pursuit Review Committee and the Taser Review
Committee.
The Taser Review Committee was introduced during this reporting period as
part of the governance framework developed in support of the decision to equip
frontline sergeants with Tasers in August 2011.
More information about our internal governance can be found at
Section C.5 - Internal accountability.
Organisational environment
The ACT represents the smallest policing jurisdiction in Australia, with a
lower ratio of police per capita than other jurisdictions. This is sustainable
due to several unique features such as Canberra’s population being densely
concentrated and mainly located in low- to medium-density suburbs, interspersed
with large open spaces (some of which are subject to in-filling developments for
new suburbs), and well distributed road infrastructure. Canberra is also
surrounded by significant tracts of bushland and grazing properties.
Unlike other Australian jurisdictions, ACT Policing, through the AFP,
operates under an agreement with the ACT Government which is more like a
contractual relationship as opposed to the traditional notions of a police
agency established under a State or Territory government. While this arrangement
brings with it unique obligations, such as our formalised KPIs, our operating
domain is no different from any concentration of population in other developed
capital cities or large towns in Australia or, in fact, anywhere in the
world.
Our role in this operating domain, in its simplest form, is to ensure
the rule of law, and the security and safety of Canberra residents. Ensuring the
rule of law, however, is a complex and challenging responsibility which is
becoming more difficult through factors such as the accelerated evolution of
technological change and the ability of people and crime to transcend borders
with greater ease. These progressive developments compound traditional problems
such as volume crime, road trauma, crimes of violence and anti-social
behaviour.
Our footprint too - in terms of our interface with the public and our
policing presence - will need to change and adapt as Canberra continues to grow
and develop.
The emergence of suburbs such as Lawson, Wright and Coombs, and the growing
suburbs of Crace, Casey, Bonner and Beard, place an additional responsibility on
our services.
As the seat of Australian Government, the ACT features several Commonwealth
assets and interests, including national icons that need unique policing
solutions. Canberra also has a large number of visiting dignitaries who we are
responsible for managing and escorting securely.
The Territory is also located entirely as an enclave within the State of New
South Wales. This geographical proximity means there are significant
cross-border impacts affecting the services we provide. From a policing
perspective, these impacts include cross-border organised and volume crime and
road safety issues, including pursuits and road trauma.
As a key agency within the Territory’s criminal justice system, we work
closely with a wide range of other ACT agencies to protect the community. These
agencies include the Justice and Community Safety (JaCS) Directorate, the courts
and the DPP.
We collaborate with JaCS on matters applying to legislative reform and on
matters of common interest, such as police powers, traffic law enforcement,
victim liaison and emergency management (including critical infrastructure
protection).
We also work with:
the Territory and Municipal Services Directorate and JaCS in the joint
promotion of safer driving behaviour and conditions on ACT roads
the Health Directorate on issues such as assistance with the management of
people with mental health issues who come to police attention and the referral
of people to drug diversion programs
ACT Corrections and the Bimberi Youth Justice Centre on issues relating to
recidivism and the justice system
the Emergency Services Agency - which includes Ambulance, the Fire
Brigade, the Rural Fire Service and the State Emergency Service - to achieve a
whole-of-government approach to emergency management.
We also draw on information and expertise from the wider AFP in the areas of
forensic services, information technology, technical operations, professional
standards, commercial support, policy, and learning and development. The ACT is
fortunate to be able to leverage world-class services in all of these
disciplines, and further rely on a cost-free surge capacity of sworn and unsworn
staff from AFP National Operations in times of emergency or need.
As part of the wider AFP, we also provide opportunities for our members and
support our colleagues through offshore deployments such as assisting with the
disturbances at Christmas Island which occurred during this reporting
period.
We also engage with other police jurisdictions and Commonwealth Government
agencies and we are represented on the following national and international law
enforcement forums:
Australia New Zealand Policing Advisory Agency (ANZPAA):
This organisation provides policing policy and strategic advice, research
capacity, knowledge management and information sharing services to police
ministers and commissioners throughout the Australian Commonwealth, its States
and Territories and New Zealand.
The Chief Police Officer for the ACT is a member of
the ANZPAA Board of Management.
CrimTrac: This agency develops and provides national
approaches to information-sharing solutions for law enforcement
agencies.
The Chief Police Officer for the ACT is a member of the CrimTrac Board of
Management.
Australian Crime Commission: This is a federal statutory
body that works nationally with other federal, State and Territory agencies to
counter serious and organised crime.
The Chief Police Officer for the ACT is a member of
the Australian Crime Commission’s Board of Management. The Deputy Chief Police
Officer - Crime is also a member of the Serious and Organised Crime Coordination
Committee.
Standing Council on Police and Emergency Management and
its Senior Officers Group: These forums seek to promote a
coordinated national response to law enforcement and emergency management
issues.
The Chief Police Officer for the ACT is a member of
both the council and its Senior Officers Group.
Ministerial Council on Drug Strategy: Supported by the
Intergovernmental Committee on Drugs, this is the peak policy and
decision-making body in relation to licit and illicit drugs in Australia. The
role of the council is to determine national policies and programs intended to
reduce drug-related harm within the Australian community.
The Deputy Chief Police Officer - Crime is a member
of the Ministerial Council on Drug Strategy.
National Counter-Terrorism Committee (NCTC): Established
by the Inter-Governmental Agreement signed by the Prime Minister, Premiers and
Chief Ministers in October 2002. The role of the NCTC is to contribute to the
security of the Australian community through coordination of a nation-wide
cooperative framework to counter terrorism and its consequences.
The Chief Police Officer for the ACT Roman
Quaedvlieg is a substantive member of the NCTC and chairs its chemical,
biological, radiological and nuclear sub-committee.
Pearls in Policing: This is an international ‘think tank’
involving representatives from more than 35 law enforcement agencies from
around the world who share their global ideas, knowledge and experiences of
policing.
For the majority of this reporting period, the Chief
Police Officer for the ACT Roman Quaedvlieg remained Australia’s representative
for Pearls in Policing, and its Program Manager.
Australia New Zealand Police Commissioners Forum: The
Chief Police Officer for the ACT is a member of this forum.
Organisational change and administrative arrangements
There has been several organisational and administrative changes during the
reporting period that reflect a greater focus on the frontline - where our
critical mass of resources is focused.
Patrol zone re-alignment
The re-alignment of patrol zones came into effect on 1 July 2011 to ensure
our general duties officers are effectively distributed across the Territory.
The growing population and emerging suburbs in Canberra, along with a desire
to sustain the low volume crime rates we’ve contributed to, were catalysts for
the patrol zone review and subsequent re-alignment.
In reviewing patrol zones, we compared the number of incidents attended to by
general duties members in 2010 on the basis of each patrol-based full-time
equivalent member. In doing this, we found that:
members of the Woden patrol zone were overstretched and responded to more
incidents in 2010 than the other patrol zones of Belconnen, Gungahlin, City
and Tuggeranong
the day-shifts of the Woden, Belconnen, and Gungahlin patrols had to
respond to more incidents than the day-shifts of other patrols
the night-shifts of the City and Tuggeranong patrols were required to
respond to more incidents than the night-shifts of other patrols.
The Woden and Tuggeranong patrols travelled - on average - more than 3.6km to
attend incidents requiring a rapid response (priorities one and two), which is
further than the ACT average of 2.94km. As a result, Gungahlin has been given
the additional responsibilities for the suburbs of Giralang, Kaleen, Downer and
Dickson (with increased night patrols in Dickson as well).
City Police Station now patrols the additional suburbs of Yarralumla, Parkes,
Barton, Fyshwick, Beard, Oaks Estate and Capital Hill - all previously Woden
patrol responsibilities.
Woden now patrols the additional suburb of Hume, as well as maintaining the
remainder of its existing patrol zone.
ACT Policing re-structure
Our functional re-structure came into effect during this reporting period to
maximise resources on the frontline and create greater synergies between
intelligence and crime prevention.
The re-structuring of ACT Policing is part of a broader strategy to ensure we
are best positioned to deliver on our KPIs, and takes into account the financial
climate, ensuring first and foremost that the frontline is resourced
appropriately.
The re-structure includes the amalgamation of Crime Prevention with ACT
Policing Intelligence, and our Traffic Operations and Emergency Management and
Planning area merged with our ACT Policing Operations function.
The amalgamation of Crime Prevention with ACT Policing Intelligence
recognises the need for intelligence-led crime prevention, and the need to
integrate crime prevention activities into the broader ACT Policing functions.
The primary intent of this amalgamation is to ensure that the diverse utility,
skills, and extensive community network established by Crime Prevention can be
surgically deployed through directive intelligence, and incorporated into every
facet of our workforce.
The expanded ACT Policing Operations function now aligns with the Response
portfolio and reflects the close link between operational planning and the
coordination of frontline resources.
These changes - which came into effect on 1 July 2011 - also resulted in a
smaller executive team, which now comprises eight superintendents (formerly 10)
and three corporate coordinators.
Formation of the Specialist Response Group
After 12 months of planning, the Specialist Response Group (SRG) came into
effect on 1 July 2012 through the amalgamation of two policing elements within
the AFP: ACT Policing’s Specialist Response and Security (SRS) function and the
International Deployment Group’s Operational Response Group (ORG). The SRS was
established in 2002 to address the specialist needs of the ACT while the ORG,
established in 2005, has worked to fulfil the national and international
specialist operational requirements of the AFP.
The SRG was formed as a result of recommendations from two separate reviews -
the Leahy and Beale reviews - to consider a more efficient and effective
operational model for the delivery of specialist policing services to the ACT,
nationally and internationally in support of capacity-building missions and
regional stability assistance.
The formation of the SRG provides the AFP and ACT Policing with a centrally
managed one-stop shop for specialist policing capabilities, including a
coordination point for part-time tactical capabilities across the AFP.
The unique skills and flexibility of the SRG enables the AFP to maximise its
response to diverse operations by tailoring deployments to meet a range of
operational requirements.
The amalgamation of the SRS and the ORG will deliver tactical response
(including marksmen), police negotiators, tactical intelligence, canines, bomb
response, water operations, police divers, targeted operations, public order
management and air support. The addition of air support and full-time
negotiators, for example, as well as an increase in surge capacity, are just
some of the benefits to the ACT community.
Roster review
In May 2012 we began a comprehensive, year-long review of operational
rosters. The review will examine existing policy, procedures, technology and
architecture across the AFP and ACT Policing rostered operations. The project
will identify existing challenges and provide advice on how we can better meet
our business requirements and operational members’ needs, and will determine the
most effective and efficient roster system for ACT Policing.
The aim of the roster review is to enhance the existing information
management tools and technology supporting our current rostered operation
activity, as well as addressing culture issues that may be restricting flexible
work options.
More information about the roster review can be found at Section C.6
- Human resources performance.
Police Operations Centre redevelopment
The redevelopment of the Police Operations Centre (POC) was completed during
this reporting period. The catalyst for this redevelopment was a review of the
existing infrastructure which identified the need for improvement to reflect
current methodologies in response to emergency management.
The refurbishment of the POC includes the construction of a theatrette-style
room, and enhanced infrastructure to meet the demand of a dynamic work
environment when responding to major events or critical incidents. When not in
use for emergency management purposes, the POC is used as a multi-purpose
training room.
The workstation configuration has given us a 130 per cent increase in
capacity. Technology enhancements also support the command and control function
of the POC, which includes additional inputs such as closed circuit television
(CCTV) and MeshNet video streams.
Trial of 24/7 Clinical Forensic Medical Services
We have a contractual arrangement with Clinical Forensic Medical Services for
the provision of the following services:
medical care for people in custody in the ACT
attendance at deaths (suspicious, non-suspicious and fatal traffic
collisions)
documentation of injuries sustained by victims and suspects
forensic evidence collection for victims and suspects
forensic and medical sexual assault care
toxicology assessment in drug-related crimes and traffic collisions
assessment of fitness for interview, custody and forensic procedure
court report provision and attendance
medical care for police officers who are injured on duty (but not
compensation claims) or police exposed to needles or other high-risk exposure
concerns.
In February 2012 a trial began in the ACT Watch House to enable timely
communication and the appropriate allocation of Clinical Forensic Medical
Services staff. Nurses will provide frontline care in conjunction with the
Forensic Medical Officers, with the nursing presence in the Watch House
increasing from four days a week to seven.
As part of this new trial, a dedicated phone line has been set up in the ACT
Watch House for nurses. This gives members 24-hour access to the nurses, either
through the Watch House or on call, providing members with real-time and ongoing
medical guidance. At 30 June 2012 this trial had been working well, with nurses
required out-of-hours on more than 50 separate occasions in the initial
five-month period.
Administration of legislation or other regulatory activities
The Australian Capital Territory (Self-Government) Act 1988 provides
that the ACT Policing executive has the responsibility of governing the ACT with
respect to matters of law and order. However, the ACT Legislative Assembly has
no power to make laws with respect to the provision by the AFP of police
services in the ACT. As such, there is no ‘police Act’ or similar legislation in
the ACT: the AFP is responsible for providing policing services to the ACT under
s. 8 of the Australian Federal Police Act 1979 (the Act).
Under ss. 8(1)(a) of the Act, the Minister for Home Affairs and Justice, and
the ACT, have agreed to enter into arrangements for the provision of police
services in relation to the ACT. These arrangements are in relation to ACT
functions as defined by s. 3 of the Australian Capital Territory
Self-Government (Consequential Provisions) Act 1988.
The Act provides that when a member of the AFP is performing functions in the
ACT, in addition to any other powers and duties, they have the powers and duties
conferred or imposed on a constable or on an officer of police by or under any
law (including the common law) of the ACT.
Police powers and duties are outlined in s. 9 of the Act. They include the
prevention of crime; the protection of people from injury or death, and the
protection of property from damage, whether arising from criminal acts or
otherwise; and the preservation of peace and good order.
Our powers are derived from both ACT and Commonwealth legislation.
To effectively police Canberra, we are involved in a number of joint ventures
and partnerships with the community, government and non-government stakeholders
and national private and federal bodies.
These partnerships enable us to work collaboratively with other agencies to
enhance service delivery.
Details of these ventures and partnerships are detailed in Table
A.2.1.
Table A.2.1 - ACT Policing subsidiaries, joint ventures and
partnerships
Agency name
Type of arrangement
Nature of involvement
ACT Corrective Services
Memorandum of Understanding (MoU)
Working relationship re detention arrangements under the Terrorism
Act 2006
ACT Crime Stoppers Ltd
MoU/partnership
National partnership between Crime Stoppers, the AFP and other
corporate sponsors. Crime Stoppers gathers information supplied by the
community and has become an integral part of policing
ACT Community Services Directorate (Disability and Housing)
MoU
Working relationship dealing with sexual assault of children and young
people
ACT Director of Public Prosecutions
MoU
Prosecution support, case management hearings and committals; victim
support; prosecution policy and guidelines
ACT Environment Management Authority
MoU
Control of noise pollution in the ACT
ACT Fire Brigade an ACT Rural Fire Service
MoU
Fire investigations and search-and-rescues in the ACT
ACT Forests (Department of Urban Services)
MoU
Emergency disposal site
ACT Health
MoU
Diversion programs and cooperation in drug, alcohol, poison and other
substance matters. Mental health intervention partnership
ACT Internal Omnibus Network (ACTION)
MoU
Establishment of the Security Transport Monitoring Centre
ACT Justice and Community Safety Directorate
MoU
Restorative Justice Unit, CCTV systems, case management systems
access
ACT Office of Road Safety
MoU
Coordination of community road safety messages; coordinated traffic
operations where appropriate, including provision of government resources
(such as speed camera vans and Road Transport Authority Vehicle
Inspectors)
ACT RSPCA
MoU
Investigations into animal welfare matters
ACT WorkCover
MoU
Working arrangements for workplace incidents/investigations
Australian Crime Commission
Partnership
Working arrangements (along with other Australian, State and Territory
agencies) to counter serious and organised crime. The Australian Crime
Commission Board consists of Commissioners from all State and Territory
police services and key Australian Government agencies.
Canberra Cabs
MoU
Incident reporting
Canberra Hospital
MoU
Working relationship - forensic and medical sexual assault
care
Canberra Multicultural Community Forum
MoU
Working arrangements
Canberra Rape Crisis Centre
MoU
Working arrangements supporting victims of crime
Commonwealth Attorney-General and all State/Territory
Attorneys-General
MoU
Seizing and transferring evidence
CrimTrac
An inter-governmental agreement signed by all Australian police
ministers, including the ACT Minister for Police and Emergency Services
Agreement to develop and host the technology required to give police
across Australia ready access to information needed to solve crimes. The
board defines the agency’s strategic directions and key policies, sets
initiatives and appoints CrimTrac Board of Management members.
The Director Corporate Services is a member of CrimTrac’s Strategic
Issues Group, providing guidance to the Board and Chief Executive of
CrimTrac on critical projects.
The Chief Police Officer is a member of the CrimTrac Board.
CrimTrac - DNA database
MoU
Input into the National Criminal Investigation DNA Database and
cooperation with data matching
Department of Defence
MoU
Handling of bomb incidents in the ACT
Department of Environment Land and Planning, ACT Planning Authority,
ACT Attorney-General
MoU
Provision of crime data
Domestic Violence Crisis Service
MoU
Working relationship, cooperative arrangements and victim
support
ACT Education and Training Directorate
MoU
Working arrangement between ACT Policing and the School Education
Division
Emergency Services Australia
MoU
Working relationship on fire and ambulance incidents,
search-and-rescues, and calls to Triple Zero (000)
Lifeline Canberra
MoU
Personal support line
Mental Health ACT, Calvary Health Care ACT, Canberra Hospital, ACT
Ambulance Service
MoU
Working relationship.
Neighbourhood Watch
MoU
Working relationship on crime statistics and crime prevention
NSW Police Force
MoU
Liaison during national campaigns and on an ad hoc basis; joint
operations with NSW Police, including criminal investigations and traffic
operations
Pharmaceutical Guild Association
Partnership
Joint policing and proactive strategy - Project STOP - which helps to
identify inappropriate patterns of sales/use of pseudoephedrine which may
be diverted to manufacture illicit drugs
Police and Community Youth Club (PCYC)
Partnership
Working relationship on crime prevention; assistance in staffing PCYC;
joint activities and programs directed at young people
SupportLink
Commercial relationship
Victims of crime and those in crisis are referred by our members to
SupportLink for counselling and support
services
A.3 - HIGHLIGHTS
We met or exceeded 26 of our 32 key performance indicators
(KPIs) during this reporting period, achieving some notable accomplishments,
including recording the lowest rate of property offences in more than 10 years.
Burglaries decreased by 25.8 per cent, property damage by 20.1 per cent, armed
robberies were down 7.6 per cent, and motor vehicle theft dropped by 10.6 per
cent.
We recorded a significant decrease - 50 per cent - in road fatalities during
this reporting period, on top of a 45 per cent reduction in 2010-11. This is one
of the lowest road tolls on record, and ended the reporting period with the
lowest road toll in more than 50 years.
We also managed the security for 13 high-profile visits to the ACT, including
those of Her Majesty Queen Elizabeth II, President of the United States Barack
Obama, and the Crown Prince and Princess of Denmark.
Also during this reporting period two people were sentenced for murders that
took place in September 2008 in Downer and in July 2008 in Charnwood. A
37-year-old man was sentenced to life in prison in July 2011 for the murder of
his two Downer friends. In the same month a 43-year-old woman was sentenced to
16 years in prison for the stabbing murder in Charnwood.
Noteworthy operational achievements
Homicide investigations
ACT Policing’s Criminal Investigations function investigated four alleged
murders in Turner, Narrabundah, Macgregor and Yarralumla during this reporting
period.
A 17-year-old boy and a 20-year-old man were arrested as part of Operation
TEODOLINA within days of the death of a young man who was found brutally
attacked outside Northbourne Flats in Turner on 4 August 2011. The matter is
before the court.
On 21 January 2012 police were called to the Jindalee Nursing home following
the discovery of a dead 94-year-old man. Criminal Investigations detectives have
completed enquiries and prepared a Brief of Evidence for the Coroner as part of
Operation PENNAR.
On 28 March 2012 police arrested and charged a 28-year-old man with the
murder of a 31-year-old Macgregor woman the previous day (Operation NERIS). The
matter is before the court.
On 2 April 2012 members of the ACT Ambulance Service and ACT Policing were
called to a Yarralumla address in relation to the apparent strangulation death
of a 75-year-old woman. Her 32-year-old son was arrested and charged with her
murder at the time. This matter is also before the court.
These investigations and the subsequent arrests of alleged offenders during
this period represent significant policing achievements.
Opening of the new Belconnen Police Station
The former Belconnen Police Station in Lathlain Street had opened in 1976 and
was one of the first pieces of infrastructure in the area. In 2011-12 it
celebrated its 35th anniversary but it no longer met existing or
projected policing requirements.
A new station was designed with growth in mind, and to align the role of
police more closely with the community it serves, delivering the requirements of
a modern 24/7 policing facility. The new Belconnen Police Station became
operational on Tuesday 31 January 2012 following four years of consultation and
work between the ACT Government’s Justice and Community Safety (JaCS)
Directorate, building architects BVN Architecture, building contractors St
Hilliers, and ACT Policing.
The new $23.5 million, 2800sqm police station, located on the corner of
Benjamin Way and Market Street in Belconnen, was officially opened on Friday 30
March 2012 by Chief Minister for the ACT Katy Gallagher and Minister for Police
and Emergency Services Simon Corbell. Present were AFP Commissioner Tony Negus,
Chief Police Officer for the ACT Roman Quaedvlieg, and members of the Belconnen
Police Station. The ceremonial event opened with a station opening parade
involving Belconnen members, AFP pipes and drums and a ceremonial motorcade
along Benjamin Way, which was followed by the raising of the
flags.
The
ceremonial opening parade to mark the beginning of the new Belconnen Police
Station
The new purpose-built police station accommodates 100 members and includes
five holding cells, five secure interview rooms, four ‘soft’ interview rooms for
members of the public, a family counselling room, a gym and change rooms, a
staff kitchen and breakout area/courtyard, a sally port (with custodial
transition facilities), and a publicly available community meeting room.
The new station has a number of five-star sustainability features. Some of
the energy saving fixtures include rainwater harvesting, solar hot water systems
and chilled beam air conditioning for a healthier and more sustainable working
environment. These innovations set a new benchmark for environmentally
sustainable Territory-owned buildings and police stations Australia-wide.
Opening of Specialist Response and Security complex
ACT Policing’s purpose-built Specialist Response and Security (SRS) complex
in Canberra was opened on 28 September 2011.
The new facility covers more than 2700sqm, made up of 1100sqm of storage
space and 1650sqm of office space. It provides flexibility for further expansion
with an additional 800sqm of office space available within the complex.
The building has undergone a refit to enable ACT Policing members to carry
out training exercises within the facility and store a range of specialist
tactical equipment.
The building was opened by Minister for Police and Emergency Services Simon
Corbell in the presence of AFP Commissioner Tony Negus and Chief Police Officer
for the ACT Roman Quaedvlieg. This marked the first time the SRS has enjoyed a
purpose-fit building to match their capabilities, with tactical response, police
negotiators, canine, training and support teams accommodated within the one
complex.
The complex will also house additional specialist teams in the near future,
including those of the new amalgamated Specialist Response Group.
Formation of the Specialist Response Group
After 12 months of planning, the AFP’s Specialist Response Group (SRG) came
into effect on 1 July 2012 through the amalgamation of two policing elements
within the AFP: SRS and the International Deployment Group’s Operational
Response Group (ORG). The SRS was established in 2002 to address the specialist
needs of the ACT. The ORG, established in 2005, has worked to fulfil the
national and international specialist operational requirements of the AFP.
The SRG was formed as a result of recommendations from two separate internal
reviews (the Leahy and Beale reviews). The reviews recommended a more efficient
and effective operational model for the delivery of specialist policing services
to the ACT, nationally and internationally, in support of capacity-building
missions and regional stability assistance.
The formation of the SRG provides the AFP and ACT Policing with a centrally
managed one-stop-shop for specialist policing capabilities, including a
coordination point for part-time capabilities across the AFP.
The unique skills and flexibility of the SRG enable the AFP to maximise its
response to diverse operations by tailoring deployments to meet a range of
operational requirements.
The amalgamation of the SRS and the ORG will deliver tactical response
(including marksmen), police negotiators, tactical intelligence, canines, bomb
response, water operations, police divers, targeted operations, public order
management and air support.
Opening of the new Phillip Forensic Medical Centre
ACT Policing had a significant involvement with the JaCS development of the
new Phillip Forensic Medical Centre which was officially opened on 7 September
2011.
The new Forensic Medical Centre, designed around the principles of industry
best practice and in accordance with the National Pathology Accreditation
Advisory Council guidelines, provides a much greater clinical capacity than the
former Kingston facility.
For ACT Policing, the new centre provides many improvements, including
increased refrigeration facilities for up to 100 bodies, a secure homicide cage
that holds eight, and a freezer section that holds 16.
The new Forensic Medical Centre is also used as a training facility for post
mortems (police recruits and medical students), disaster victim identification
procedures, and procedures relating to those deceased in combat (that is,
defence force personnel). This training is facilitated by the Coroner’s Office,
with assistance from the mortuary manager.
Marking 12 months fatality free on our roads
In March 2012 the ACT recorded zero deaths on its roads, the only
jurisdiction in Australia to not record a road fatality over an extended period
of time. This was a significant achievement for ACT Policing, the ACT Government
and the people of Canberra. There has been no record found of this ever
occurring in any State or Territory since reporting of fatalities began.
An NRMA-ACT Road Safety Trust-funded study into the ACT’s driving culture
found that the ACT has Australia’s second highest rate of registered passenger
vehicles per 1000 people at 599. Despite this, the ACT recorded the lowest road
toll across Australia for the 2011 calendar year (six people), making it the
lowest road toll since 1959 and a two-third reduction on the 2010 road toll.
This trend was continued through to the end of June 2012.
We believe a key contributor to this result is the cooperative work we have
undertaken with the ACT Government and other stakeholders to prevent and respond
to fatalities in the ACT. This has included increased driver awareness, advances
in our technology, more police patrols targeting traffic, and joint road safety
media campaigns.
Road safety operations
The introduction of the Recognition and Analysis of Plates IDentified (RAPID)
technology in July 2010 has had a real impact on ACT roads by identifying
drivers who pose the greatest risk to other road users. Statistics demonstrate
approximately one-third of fatal collisions in the ACT had involved
unregistered/uninsured or unlicensed drivers.
In July 2011 the RAPID team celebrated a year of full capability, recording
the scanning of 856 743 vehicles which resulted in 1172 vehicles being detected
as unregistered, 780 as uninsured (no third party), 474 unlicensed drivers and a
total of 4858 traffic infringement notices issued.
During this reporting period, none of the five fatalities recorded involved
an unlicensed/unregistered driver. This has been consistent since the
introduction of RAPID.
Also during this reporting period the Random Roadside Drug Testing (RRDT)
team came into full effect, with two members initially qualified to take
preliminary drug (saliva) samples on the roadside. This is the first time the
ACT, and ACT Policing, has had the power to enact such testing.
The initial months of the development and implementation of RRDT focused on
establishing robust governance, training, developing operational protocols, and
purchasing drug kits and associated equipment.
During the year we conducted 812 random roadside drug tests, and we expect
this to increase to more than 2000 annually once the capability has matured. At
30 June 2012, 25 people had returned a positive laboratory drug test, nine of
whom were convicted for drug-driving.
The oral swabs used for random roadside drug testing detect the presence of
cannabis, methamphetamine (speed and ice) and ecstasy (MDMA). An additional
laboratory test is required to confirm the presence of these drugs before a
prosecution can proceed.
In February 2012 we amalgamated the RAPID and RRDT teams to form the Road
Safety Operations Team (RSOT) to enhance our capabilities and expand our reach
in removing all impaired drivers from ACT roads. Combining these teams increased
to nine the number of officers who are able to conduct RRDT. The RSOT provides a
multi-pronged approach to roadside operations, with members specifically trained
to target and remove high-risk takers to ensure the safety of the Canberra
motoring community.
Former
Deputy Chief Police Officer Bruce Hill with Sergeant Sharan Slater and two of
our volunteers celebrating 10 years
Volunteers in Policing - celebrating 10 years
The Volunteers in Policing (VIP) program celebrated its 10th anniversary in
December 2011.
We have 46 volunteers - 23 women and 23 men - and the program continues to
add value to our effectiveness and capacity to meet operational and business
requirements.
The program has 28 approved active role descriptions. Volunteers perform a
range of duties, including front office support at police stations, role playing
with recruits, finger-printing, and Justice of the Peace (JP) activity. Our JP
volunteers witnessed and certified 81 069 documents for ACT Policing and members
of the public during the reporting period, an increase of 29.9 per cent over the
previous reporting period.
The past year was extraordinarily busy for our VIPs who provided support to
several events managed by ACT Policing, including the:
Convoy of No Confidence (in August 2011)
Wall to Wall Remembrance Ride (in September 2011)
visit by Her Majesty Queen Elizabeth II (in October 2011)
visit by the President of the United States (in November 2011), when our
volunteers provided catering for more than 1000 people.
In July 2011 our VIPs assisted police with the collation and packing of
stolen property at a house in Lyons - the largest stolen property seizure in ACT
Policing’s history. The support provided by exhibiting thousands of stolen goods
helped us successfully capture the necessary information in seven days.
In addition, following the fire and explosion at Mitchell in September 2011,
the VIPs conducted a major ‘keyholder’ exercise, visiting all businesses in the
ACT to obtain updated information about after-hours emergency contact details.
This resulted in 89 per cent of all businesses in Mitchell alone registering
their details for inclusion on our keyholder register.
The high level of demand for the VIP program’s services is demonstrated by
the fact that, during the reporting period, the program recorded more than 1400
hours worked each month for 12 consecutive months
During 2011-12 the VIP program recorded 17 581 hours worked, an increase of
30.7 per cent from the previous year. This represents a total of more than 124
000 voluntary hours since the program’s inception.
Visiting dignitaries
We played a significant role in the security arrangements for a number of
high profile visits during the last quarter of 2011, including the seven-day
visit by Her Majesty Queen Elizabeth II and the Duke of Edinburgh, the President
of the United States Barack Obama and Prince Frederick and Princess Mary of
Denmark.
Our newly refurbished Police Operations Centre was used for the visit by
Queen Elizabeth and President Obama. The new layout provided improved
efficiencies, enabling a whole-of-AFP and ACT Government response to the visits.
Her Majesty Queen Elizabeth II and the Duke of Edinburgh
Her Majesty Queen Elizabeth II and the Duke of Edinburgh arrived in Canberra
on 19 October 2011 for a seven-day visit before attending the Commonwealth Heads
of Government Meeting in Western Australia from 28 to 30 October 2011.
ACT Policing worked closely with foreign security officials, other policing
services, the AFP, and the Department of the Prime Minister and Cabinet’s
ceremonial, media and hospitality officials to deliver security escorting
arrangements and traffic management, and to ensure all protocol requirements
were met for the royals’ public engagements. The primary aim was to ensure the
security and dignity of Her Majesty the Queen.
Her Majesty carried out several public engagements during her visit to
Canberra, including travelling from Government House across Lake Burley Griffin
by the Admiral’s Barge to visit Floriade, a visit to the Royal Military College
Duntroon, a service at St John the Baptist Church in Reid, and a visit to the
Australian War Memorial.
Teams of uniformed general duties officers and Traffic Operations, supported
by our Emergency Management and Planning team, SRS (Tactical Response) and
support personnel maintained an essential but low profile throughout the visit.
Water Operations, police divers and the SRS Bomb Response Team was also used to
carry out assessments several hours before any public engagements occurred. All
vehicles in areas where public engagements were to take place - including media
outside broadcast control vans - were thoroughly searched during this exercise.
Our
Traffic Operations team provided the official escort for Her Majesty Queen
Elizabeth II and President of the United States Barack
Obama
President of the United States Barack Obama
The 22-hour visit to Canberra of the President of the United States, Barack
Obama, in November 2011 resulted in tight security arrangements and hundreds of
officers on hand to ensure a timely and appropriate response to any incidents
that may have arisen.
A number of our teams were heavily involved leading up to and during the
visit, including:
Emergency Management and Planning
ACT Policing Intelligence
ACT Policing Operations
Traffic Operations
general duties and airport officers
the SRS (including Tactical Response and the Bomb Response Team).
The broader AFP also contributed, taking care of route security (with an
officer stationed every 100 metres along each scheduled route) and maintaining
the security integrity of the large motorcade and international media
contingent.
Security at all venues was tight and the distance between the public and the
President much greater than that normally afforded to VIP visitors.
The Bomb Response Team manually searched 90km of underground tunnels, drains,
light poles, buildings, and roads to and from various locations. SRS members
were also part of the 30+ motorcade, along with the President’s custom-built
Cadillacs and SUVs.
We worked closely with the Department of the Prime Minister and Cabinet and
the US Secret Service to ensure every detail of the security ‘envelope’ was
covered.
Roads were closed both ways during every motorcade movement, which included
route security. The skies were patrolled day and night by RAAF fighter
aircraft.
Prince Frederick and Princess Mary
Prince Frederick and Princess Mary visited Canberra for several hours on 22
November 2011, arriving in Canberra at 10.30am and departing at 4.30pm. The
royal couple managed to carry out several engagements in this time, including a
tree planting ceremony at the National Arboretum.
Traffic Operations, AFP Close Personal Protection, four crowd-control teams
and the SRS Bomb Response Team took care of security arrangements for the visit.
Escorts for all motorcade movements were provided by our Traffic Operations and
Emergency Management and Planning teams.
Supporting the Commonwealth Heads of Government Meeting
Fourteen ACT Policing members were deployed to Perth in October 2011 within
an AFP contingent to assist Western Australia Police with the Commonwealth Heads
of Government Meeting. They were deployed under the Police Assistance to
Neighbouring States arrangements.
They provided assistance in the areas of media liaison, intelligence and
specialist response and security arrangements around motorcades, static guards,
public order management and tactical response.
In addition to high-level security for the 53 prime ministers/presidents and
72 foreign ministers who attended, there were 4000 delegates and 1300 media to
manage.
Major challenges
Along with our future priorities, we have identified five major challenges in
our operating environment. These mainly revolve around the socio-economic
environment and technology advances which, from a law enforcement perspective,
may affect our ability to deter, investigate and prosecute crime.
More information about our future priorities can be found at Section
A.4 - Outlook.
Fast-growing population - our footprint
Keeping pace with the geographical growth and development of the ACT over the
medium to long term is essential for the effective delivery of policing services
to the community.
Planning is under way now to prepare for the impact on police services by
emerging suburbs such as Lawson, the developing suburbs of Crace, Casey, Bonner
and Beard, in addition to Wright and Coombs as the Molonglo Valley fills and
expands.
‘Infill’ residential growth in such diverse areas as Watson, Jamison and the
inner city is also part of the planning process so as not to shift resources
without assessing how this displacement may affect short-to medium-term
needs.
As a highly urbanised, busy, autonomous policing environment encircled by a
separate, regionalised law enforcement structure, ACT Policing sits within a
unique milieu.
The economic and social - as well as geographic - closeness between Canberra
and Queanbeyan (the fastest-growing regional centre in NSW), and the mobility of
people between the two jurisdictions, effectively extends our ‘footprint’ far
beyond the ACT’s borders. Further north, Gungahlin has the fastest growing
population in the country, and while the existing shared emergency service
centre fulfils current needs, the area’s projected growth will place pressure on
this facility.
Mindful of the benchmarks set by the new Belconnen Police Station, any
greenfields Gungahlin station must include an effective interface with the
community and extend the opportunity to share our facilities with local
stakeholders.
As Canberra grows we must be prepared to insert ourselves into planning
processes to contribute ideas and identify potential future issues. We are doing
this in partnership with the Land Development Agency. Innovative approaches to
planning, in particular the use of ‘crime prevention through environmental
design’, are identified as providing a significant long-term benefit for the
community and reducing demands on law enforcement.
Workforce diversity - reflecting our community
As a police service it is imperative that we reflect the community in which
we serve. This will require a concerted long-term effort and focus to recruit
and, more importantly, retain women, Indigenous people, and people from
culturally and linguistically diverse backgrounds.
Research commissioned through TNS Social Research in late 2009 suggests that
those who would consider a career in policing are attracted to the ‘challenge’,
the diversity of roles, the opportunity for career progression and, most
importantly, giving back to the community. Barriers, however, are much greater,
with potential recruits acknowledging the tough physical requirements, and
raising concerns around work/life balance, conditions and pay, risk to personal
safety and a male dominated workforce. While these are predominantly
misconceptions, reaching niche audiences is even more difficult.
For example, during this reporting period we welcomed six Aboriginal and
Torres Strait Islander trainees who, by 30 June 2012, had completed a six-week
training course in ACT Policing Operations. This training enables trainees who
have expressed an interest in becoming a police officer to gain a working
knowledge of police powers, policies and procedures; the Police Real-time Online
Management Information System (PROMIS); and Computerised Automotive Dispatch
(CAD) system. Trainees receive professional development and exposure to
operational police work in preparation for applying to undertake a sworn recruit
course - ultimately becoming our future community police officers.
Also during this reporting period we launched the AFP’s ‘anything but every
day’ campaign, which had a strong focus on attracting women, with women-specific
videos and web content designed for this audience. While we received more than
4500 applications, only 24 per cent were female, despite our focus.
Attracting niche audiences must be done through community engagement,
reaching out to community groups in a credible way, and over a sustained period
of time, in order to address misconceptions and profile policing as the career
it is.
Instilling community confidence
In any assessment of a community’s confidence in its service providers, it’s
vital to view the context in which that service is delivered. In contrast to
many providers, the environment in which police operate can often be both
confronting and challenging. A significant proportion of ‘everyday’ policing
involves conflict resolution of varying degrees ranging from the strident,
emotion-charged environment of a domestic dispute, to the cold, calculated
assault or robbery of an innocent victim.
When an offence occurs, police identify the potential victims, witnesses or
offenders and take steps to preserve any evidence. This ‘unpacking’ of a
volatile situation by police to dispassionately assess its constituent parts is
crucial to preserve the integrity of the investigation. If the matter reaches
court, the quality of the evidence gathered at the time of the offence,
including that of the witness statements provided, will be critical to the
prosecution case. By nature, it is often a detached and analytical process yet
it is this objectivity which underscores its value to the judicial process.
The community takes confidence and assurance from the fact that its police
service is sufficiently trained and equipped to deliver a myriad of functions at
short notice. These roles range from emergency management to in-depth
investigations, and from bushland search-and-rescue to traffic duties.
Also enshrined in the relationship of trust between police and the community
is public confidence in the integrity and honesty of officers to enforce the law
without prejudice or bias. At the core of this is a transparency to the role of
policing - an ability for police costs and processes to be exposed to scrutiny
through the court and appeals system, through parliamentary hearings, and via
the media.
Positive outcomes achieved by police, through the gathering of supportive
evidence for a successful prosecution, and the successful marketing of results,
nourishes community confidence and helps to develop a sense of ‘partnership’,
whereby the public and police can work together to fight crime.
Similarly, understanding the many forms of engaging with the community, from
traditional direct engagement through to social media, and the proactive
dissemination of police activity, including crime statistics, will only serve to
help our cause in the long term. While high crime reporting rates also impact on
perceptions of crime, they are also an indication of a healthy democratic
community that has confidence in its police to investigate and solve crime. Our
challenge is to understand and address this complex set of inter-operable parts
that result in negative or positive perceptions of crime.
Budgetary environment - building flexibility
The ability to remain flexible in our deployment of resources and skills will
be critical in responding to major incidents and unforeseen events while
maintaining core policing services for the community.
More and more of our members will be required to multi-skill, particularly in
this continued tight fiscal environment.
The establishment of the ACT-based Specialist Response Group (SRG),
integrated from the more diverse elements of the AFP’s International Deployment
Group and the ACT’s SRS team, is an example of how capability and opportunity
arises in an environment of financial challenge. Comprising some officers
previously based interstate as well as some based in the ACT, the SRG is a
rotational group of teams trained to provide specialist capabilities to both the
AFP and its community policing arm, ACT Policing.
These services range from tactical response to search-and-rescue, dog teams
and hostage negotiation.
This aspiration for reducing duplication and greater flexibility extends
right across our workforce, and extends into our partner agencies. At general
duties and patrol levels, our officers are empowered to call on a variety of
skills and capabilities to supplement our own investigative capabilities. These
services may range from the resources of the Forensic and Data Services Rapidlab
service, to clinicians embedded within ACT Policing Operations and assigned to
support our response to people in the community experiencing mental health
issues.
Evolving crime environment - keeping pace
Technology-enabled crime is a growing issue for police services around the
world. It is increasing in importance as a high proportion of retail activity
steadily migrates online and technically-savvy criminals leverage the anonymity
of the internet to exploit others and commit traditional and new crimes.
Police are striving to keep pace with this crime ‘evolution’. New technology
such as Cloud computing, for instance, challenges our legal and legislative
frameworks, and creates an environment whereby criminals can conduct
transactions and purchase illicit goods with limited scrutiny and account.
As much as the streets of the city we serve are our operational environment,
we increasingly need to police the cyber domain. The challenge for our people is
to remain contemporary, ensure we up-skill to keep pace with developments, and
look to adopt law enforcement best practice from around the globe.
Progress against key strategic outputs and service delivery
priorities
Our 2008-2011 ACT Policing Strategic Plan identifies five key
strategic drivers which provide our overarching direction. In line with these
key drivers are portfolio (Crime and Response) business plans, and functional
action plans.
More information about our performance can be found at Section A.9 -
Analysis of agency performance.
1. Closer integration of police with the community to promote mutual trust,
assurance and the active cooperation of the community
Strengthening the Suburban Policing Strategy
Our continued focus on our Suburban Policing Strategy (SPS) ensures increased
police visibility in neighbourhood areas, schools and shops.
Our SPS maintains a strong focus on visibility, accessibility and engagement
with the community. This crime prevention initiative allows our members to
proactively target and address community concerns of volume crime by patrolling
public places where this form of crime is likely occur. Proactive patrolling in
areas such as public car parks not only increases our accessibility to the
public but it reduces the opportunistic commission of volume crime.
All stations in the ACT are given responsibility for proactively policing
allocated suburbs within their patrol zones as well as developing solutions to
crime issues in their suburbs.
During this reporting period we conducted 29 938 SPS-related activities. From
the total number of SPS activities, 75.2 per cent consisted of visibility
activities (proactive vehicle patrols), 20.5 per cent accounted for
accessibility jobs (beat/patrol/bicycle patrols) and 4.3 per cent were
acknowledged to be community engagement activities (meetings with community
members and institutions in relation to a specific issue).
We began a review of the SPS during this reporting period to further
strengthen efforts, particularly in the realms of community engagement.
More information about our community engagement efforts can be found at
Section B.1 - Community engagement.
Improving public access to police and delivery of policing services
New Belconnen Police Station
The new Belconnen Police Station was designed to align the role of police
more closely with the community it serves, delivering the requirements of a
modern 24/7 policing facility.
The new $23.5 million, 2800sqm police station, located on the corner of
Benjamin Way and Market Street, became operational on 31 January 2012 following
extensive consultation and collaboration over a four-year period.
Bicycle patrols
Our bicycle patrols supported ACT Policing general duties during the spring
and summer months of 2011-12. Their presence at key locations and key events
such as Australia Day and the ActewAGL Royal Canberra Show acts as a visible
crime deterrent and has improved public cooperation since their introduction.
The bicycle patrols are also used to patrol sidewalks, parks, car parks,
university campus areas, residential and business areas.
Using emerging technology creatively
Launch of CrimeStatistics
Our new interactive crime maps were launched in February 2012 at the ActewAGL
Royal Canberra Show. These maps were redeveloped to support the revised patrol
zones and the Freedom of Information Act (reform), as well as to influence media
reporting and meet community needs.
In April 2011 we undertook an external website survey to identify
opportunities to enhance our online services. The former interactive online
crime maps were a particular focus of this survey, being one of the top five
most popular features on our website at police.act.gov.au. The former maps
provided statistics for that month only, at a broader zone level (i.e.
Belconnen, Tuggeranong, Woden etc).
The community wanted to know what was happening in their suburb and not just
for that month. They wanted to be able to make their own comparisons over time,
to see for themselves whether crime was really on the decline.
The inability to view the maps on smart phones or iPads was also identified
as an issue.
Key features of the new interactive crime maps - CrimeStatistics - include an
increase in the crime types reported (including homicide and traffic offences),
the ability to search statistics by suburb and postcode as well as crime type,
and the ability to view trends over time.
The user-friendly maps provide a community engagement platform to improve on
our perceptions and fears of crime key performance indicators.
Social media
During this reporting period we continued to use social media to improve the
information exchange between ACT Policing and the Canberra community.
Traffic twitter followers who received information on traffic incidents
numbered 4494 at 30 June 2012. The Chief Police Officer for the ACT Roman
Quaedvlieg - the first ‘top cop’ in Australia to use social media in this way -
had 2761 followers.
In-car computing and RAPID roll-out
A review of in-car computing was undertaken during this reporting period
which resulted in an upgrade of technology and infrastructure to support this
capability. The majority of our patrols now have up-to-date in-car computing.
Our automated number plate recognition tool - RAPID - was also rolled-out to
selected North and South District patrol cars during this reporting period.
Previously RAPID was only installed in Traffic Operations’ vehicles.
2. Delivering effective policing strategies to prevent, detect, investigate
and prosecute crime and address perceptions of crime and safety in the community
Integrating intelligence in all ACT Policing initiatives
Regional District Intelligence Officers
ACT Policing’s intelligence-led policing model identifies, prioritises and
drives strategies to prevent, investigate and detect crime and crime trends. Our
ACT Policing Intelligence function primarily drives our integration of
intelligence, which was further transferred to police stations during this
reporting period, whereby District Intelligence Officers allocate tasks aligning
with station-specific priorities and identified ‘hot spots’. These tasks are
designed to reduce specific crime types, pursue offenders and/or address
identified crime and safety at the district level.
This involves identifying and targeting repeat offenders and areas likely to
be the target of criminal activity through data analysis and information
sharing, and employing technology to analyse and distribute data and information
in real time to support evidence-based decision-making.
Amalgamating ACT Policing Intelligence and Crime Prevention
ACT Policing’s functional re-structure came into effect during this reporting
period. The aim of this re-structure was to maximise resources on the frontline,
align our intelligence and crime prevention functions more closely, and
integrate these areas into the broader ACT Policing organisation.
Specifically, the amalgamation of Crime Prevention with ACT Policing
Intelligence recognises the need for intelligence-led crime prevention, and the
need to integrate crime prevention activities into all of our initiatives and
‘patrol craft’. The primary intent of this amalgamation is to ensure that the
diverse utility, skills, and extensive community network established by Crime
Prevention can be surgically deployed through directive intelligence, and
incorporated into any facet of our workforce.
More information about ACT Policing’s re-structure can be found at
Section A.2 - Overview.
Deterring offences
Crime prevention through community engagement programs
ACT Policing participates in several education programs, targeted initiatives
and community engagement activities to prevent crime within our community.
During the reporting period our Crime Prevention function has had a
particular focus on children and young people, as well as local businesses.
Following are some of these initiatives:
Multicultural Liaison Team - Our Multicultural Liaison
Officers (MLOs) team works with many stakeholders to provide migrant, refugee
and asylum seekers with advice and support in settling into the ACT community.
The MLO establishes relationships with community leaders by attending the
Canberra Multicultural Community Forum each month. The strength of this
partnership enables information to be shared between police and the
multicultural community. We also sponsored the Eid al-Fitr festival for the
second time. More information about our involvement in the multicultural
community can be found at Section C.22 - ACT Multicultural
Strategy.
Aboriginal and Torres Strait Islander Community
Engagement - This team is committed to improving outcomes for
Aboriginal and Torres Strait Island (ATSI) communities. The team works on a
range of initiatives, including the Restorative Justice trial, the Community
Helping Aboriginal Australians to Negotiate Choices leading to Employment and
Success (CHANCES) program, the ‘Front Up’ program and the Murra Project. The
team is also involved in NAIDOC Week and other community events. More
information about our involvement with the ATSI community can be found at
Section C.21 - Aboriginal and Torres Strait Islander
reporting.
Youth Liaison Team - The Youth Liaison Team is
responsible for the prevention of crimes committed by young people, and it
oversees the diversion programs aimed at improving outcomes for young people
at risk, and their families. Recognising that youth crime is an ongoing issue,
work has continued with at-risk young people during this reporting period
through our School Liaison Network as well as by having a presence at events
attracting large groups of teenagers, such as the Foreshore Festival, Skyfire
and Groovin’ the Moo.
Seniors Liaison Officers - Our dedicated Seniors Liaison
Officers interact with older residents of the ACT to educate them on crime
prevention strategies. This involves visiting individual homes and
participating in events such as Seniors Week and the Canberra Retirement
Expo.
Business Liaison Officers - Our Business Liaison Officers
work with local businesses and the commerce community, such as the Chamber of
Commerce, to establish and maintain positive relationships and provide
information and advice on crime prevention strategies and recidivist offender
profiles.
Early Intervention Pilot Program
ACT Policing and ACT Health have partnered in the delivery of the Early
Intervention Pilot Program on behalf of the Australian Government to target
under-age drinking and drug taking.
During the reporting period, the team went to every Canberra event -
including Skyfire, the Foreshore Festival, Groovin’ the Moo and Australia Day
live - to work with young people. Reception areas were set up at each event,
with the team working alongside patrol officers. Young people who were
apprehended for under-age drinking were diverted to the Alcohol Diversion
Program. They were then sent to an education program in an attempt to change
their drinking behaviour.
Promoting road safety compliance
During 2011-12 we operated the first full year of the ACT Road Safety
Calendar, integrating traffic law enforcement targeting with community messages
and audience-specific media campaigns. Our contribution to, and involvement in,
traffic and road safety was further recognised during this reporting period by
being awarded the 2012-13 NRMA-ACT Road Safety Trust Grant to undertake detailed
market segmentation research into risky driver behaviour. This is the first time
we have received this grant.
In awarding the research grant to ACT Policing, the Road Safety Trust has
acknowledged the importance of better understanding the most influential
motivations for drivers’ speeding and impaired driving, segmented by age and
gender. This information will allow us to develop more effective strategies and
messaging around this risky road behaviour.
Also, in amalgamating the RAPID and Random Roadside Drug Testing teams to
form the Road Safety Operations Team (RSOT) in February 2012, we have enhanced
our capabilities and expanded our reach in removing all impaired drivers from
ACT roads. The RSOT provides a multi-pronged approach to roadside operations,
with officers specifically trained to target and remove high-risk takers to
ensure the safety of the Canberra motoring community. Combining the team
increased to nine the number of officers who are able to conduct random roadside
drug testing.
Targeting high-risk and anti-social driving will be a focus of our traffic
enforcement efforts over the next 12 months. This has also been identified as a
priority by the Minister for Police and Emergency Services, Simon Corbell, in
the 2012-13 Ministerial Direction.
Detecting, investigating and prosecuting offences
Criminal investigations and partnerships
Our Criminal Investigations function continued to carry out its
business-as-usual work during the year in detecting, investigating and
prosecuting offences across a range of crime types. The team also engaged with
community groups through regular community forums in the ACT to increase
awareness of evolving crime types and current crime trends. Forums included
the:
National Counter-Terrorism Committee meetings
Heads of Gangs Conference
ACT Policing Health Directorate Liaison meeting
Australia New Zealand Policing Advisory Agency (ANZPAA) Child Protection
Committee
Canberra Rape Crisis Centre
Care and Protection Services
Office for Children, Youth and Family Support
Child at Risk Health Unit
Victim Support ACT
Forensic and Medical Sexual Assault Care
Child at Risk Health Unit
Care and Protection Services
shopping centre management and security
ACT Corrective Services.
Our North and South superintendents and officers-in-charge - in addition to
our Crime Prevention function - also facilitate several partnerships in order to
detect and prosecute crime.
Neighbourhood Watch - a community-based crime prevention program - aims to
improve the quality of life within a neighbourhood by detecting crime,
minimising preventable crime and promoting closer community ties. The program
relies on the community and the police working together in a partnership to
achieve these goals. A member of our Crime Prevention function attends monthly
ACT Neighbourhood Watch meetings - a forum where all suburbs are represented and
community concerns are discussed.
Alcohol-related harm and crime
Our Alcohol Crime Targeting Team, which celebrated its first year of
operation during this reporting period, works to enforce liquor-related
legislation to reduce alcohol-related violence and crime through education and
engagement.
We also ran a pilot of the Multi-Agency Liquor Taskforce, an inter-agency
forum to address issues within and outside of licensed premises. The goal of the
taskforce is to reduce the impact of alcohol-related harm to society by
detecting and prosecuting intoxicated people and preventing anti-social
behaviour.
Improving community perceptions of crime and safety
Community engagement and online communications
In recognition of the need to influence community perceptions of crime and
safety within the ACT, we re-aligned elements of our Crime Prevention function
to Media and Marketing to allow for broader audience-driven communications,
encompassing an integrated media, marketing, education and outreach
approach.
Our display at the 2012 ActewAGL Royal Canberra Show took a different
approach in providing an interactive educational display and it won the Indoor
Grand Champion Display Award. The display included a confronting re-enactment of
a fatal crash scene from 2008 to increase driver awareness of the consequences
of dangerous driving, including speeding. The re-enactment was also accompanied
by a scripted audio of the ‘radio conversation’ between attending police and ACT
Policing Operations, story boards recounting the incident and interviews with
the mother of one of the victims.
We
maintain an active presence at major community events to minimise
alcohol-related harm and crime
We have also significantly improved our community engagement by having a
presence at events and festivals, and at ACT Policing-driven campaigns such as
the Bunnings Home Security event.
Our Constable Kenny Koala program was also re-aligned to Media and Marketing
during this reporting period and continues to educate thousands of children each
year to prevent them from being either a perpetrator or a victim of crime.
We also received and responded to hundreds of requests from members of the
community to provide guest speakers or police presence at community events,
forums, workshops and schools.
In addition to our community outreach programs and direct face-to-face
engagement, we launched CrimeStatistics during the year to provide the community
with unfiltered information about crime in their suburb. This online service
allows the public to see for themselves what is happening and how crime is
trending, with an ability to compare crime over time. It is also a useful tool
for the media, who can use statistics to draw the public’s attention to
crime. The interactive maps provide a community engagement platform
to improve on community perceptions and fears of crime and our related key
performance indicators.
More information about our community engagement - including our Royal
Canberra Show display and our Constable Kenny Koala program - can be found at
Section B.1 - Community engagement.
Understanding community expectations
Early in 2012 we sought community feedback in the form of research to
identify and understand perceptions of, attitudes towards and opinions on ACT
Policing and its role in policing the Canberra community.
The results of the qualitative and quantitative research will guide future
operational strategies and organisational communication - that is, how we engage
with the community and provide them with the information they want. It will also
gauge the requirements in terms of the public/police interface, the visibility
of policing and future needs and/or wants.
Overall, participants had very positive views towards ACT Policing,
signifying respect for the policing service, as well as perceiving the service
to be professional and officers to be courteous and conscientious.
While the majority of participants felt police were ‘doing the best with what
they’ve got’ the most common request was for high visibility of police on the
roads (driving in cars, as well as more prominent ACT Policing branding on
existing road signage), on foot and through the media (public service
announcements, advertising and sponsorship).
Increasing our visibility and presence in the community
In line with the ANZPAA research into the visibility of police cars, and our
market research findings, we refreshed the design of our patrol cars.
Market research findings confirmed that residents of the ACT are most likely
to notice our police cars on the side of the road. The purple RAPID vehicles are
very popular, as are other brightly coloured traffic cars.
The new design takes into account key ANZPAA operational findings, which
include the need for:
visibility and contrast between the colours blue, white and fluoro orange
(on white vehicles)
larger checks to help people see cars from greater distances
continuation of a line of orange along the side of the vehicle to indicate
its total length.
The ‘new look’ branded vehicles will be gradually rolled out in 2012-13.
3. Maintaining a capability to focus and coordinate energy and resources at
key points in key moments in time to achieve specific law enforcement
objectives
Responding to major incidents or unforeseen developments without
compromising core policing services
Resourcing for significant events
In 2011-12 major incidents such as the Mitchell fire and explosion required
significant resources, and we rostered our most experienced personnel to work in
the Police Operations Centre at these times. We were able to maintain our core
policing duties while efficiently resourcing major events and we continued to
provide quality policing services to the ACT.
The resource requirements for all major events held in the ACT are centrally
sourced from our Human Resources (HR) area. The centralisation of this function
ensures the efficient allocation of resources from all areas of ACT
Policing.
Police Operations Centre
The redesign and redevelopment of the Police Operations Centre (POC) was
completed during this reporting period. The catalyst for the POC redevelopment
was a review of the existing infrastructure which identified the need for
improvement to reflect current methodologies in emergency management.
The refurbishment of the POC includes the construction of a theatrette-style
room, and enhanced infrastructure to meet the demands of a dynamic work
environment when responding to major events or critical incidents.
The workstation configuration offers an increase of 130 per cent in capacity.
Technology enhancements also support the command and control function of the
POC, which includes additional inputs such as closed circuit television (CCTV)
and MeshNet video streams.
The POC was used for several major events during this reporting period. Along
with our members, partner agencies (such as the Emergency Services Agency) used
the POC to ensure a coordinated response for major incidents including the
Mitchell fire in February 2012, and the visits by Her Majesty Queen Elizabeth II
and President of the United States Barack Obama.
When not in use for actual events, the POC is used for training and exercises
to rehearse our response to major incidents across the frontline, intelligence,
public information and investigations. We undertook four major exercises this
year as part of our ongoing capability and emergency management response
training in preparation for major incidents.
More information about our critical response training can be found at
Section C.8 - Learning and development.
Redevelopment
of the Police Operations Centre has increased our capacity to respond to major
incidents
Promoting a professional and sustainable workforce
Team Leader Development Strategy
The Team Leader Development Strategy is used to promote a professional and
sustainable workforce by ensuring that the organisation has the skills and
resources to deliver the range of policing services required for the ACT and, at
times, in support of broader AFP law enforcement efforts. The strategy is an
annual process that involves establishing a member’s current and future career
goals, balanced with the requirements of our workforce.
Our Workforce Management Committee assesses members’ needs against our
operational requirements with a view to exposing team leaders to a large range
of environments within ACT Policing to develop their competencies. From an
organisational perspective, the process contributes to the stability of our
workforce and service by increasing the diversity of leadership roles that
members have experienced. It also reduces our dependence on individuals. It is
generally accepted in policing that it is ‘anything but every day’ and each
member, particularly team leaders, must have the ability to adapt to an array of
situations.
Reviewing our rosters for continuous improvement
We are committed to fostering a safe environment for the Canberra community
and we recognise the need to manage and allocate resources to ensure an
efficient and timely response to requests for policing assistance. Consequently,
we review our rostering practices every five years. The 2012 Roster Review began
during this reporting period to identify improvements or an alternate approach
to rostering our members to meet organisational requirements, and individual
expectations, and to maximise flexibility.
In an operational 24/7 policing environment, developing a flexible workplace
through a roster is not without its challenges. The 12-month Roster Review -
incorporating a six month trial of any new model - will be one of the more
complex projects we will undertake. An initial four-month consultation phase was
completed at 30 June 2012 giving all members the opportunity to contribute to
the review.
More information about our Roster Review can be found at Section C.6
- Human resources performance.
4. Embedding a customer service culture that ensures the delivery of
compassionate and respectful police services to the public
We again exceeded our police response time targets as set out in our Purchase
Agreement (see Appendix 2), much of which is coordinated
through our ACT Policing Operations (communications) function, which is usually
the first point of contact between police and the public.
As well as training in terms of taking calls for police assistance and Triple
Zero (000), and the associated dispatch of police vehicles, ACT Policing
Operations staff undergo a six-week training program to ensure knowledge of the
theoretical and practical aspects of evidence, police powers and policy. The
ongoing training ensures members have the contemporary knowledge to evaluate
reported incidents appropriately, provide accurate and timely advice across a
vast topic base, and ensure accurate recording of crime data.
The dedicated ACT Policing Operations training team also generates quality
assurance reports to identify systemic issues to be addressed in ongoing service
training.
Re-invigorating leadership training
The AFP launched its re-invigorated approach to management and leadership
training during this reporting period, for which the executive level was
initially targeted.
ACT Policing has ensured that all executive level employees have participated
in performance management, finance and HR workshops during this reporting
period. These workshops are designed to ensure our managers have the knowledge,
skills and organisational contacts to manage staff and our business and ensure
effective service delivery.
More information about strengthening our organisational resilience can be
found at Section C.6 - Human resources performance.
Improving support for victims of crime and other incidents
Supporting victims of crime and suicide prevention
We have dedicated Victim Liaison Officers (VLOs) within our Crime Prevention
function to ensure support is provided to victims of crime or other incidents.
Our VLOs help us to meet our obligations under the Victims of Crime Act
1994. Each police station has an allocated VLO who makes daily contact
with victims of crime.
One of the KPIs in our Purchase Agreement (see Appendix 2)
specifically relates to contact with victims of crime, and we again achieved our
target during this reporting period, with 84.5 per cent of victims supported by
our officers.
ACT Policing is also represented on the Men’s Health and Suicide Prevention
Working Group, as part of the ACT Health Directorate Suicide Prevention Strategy
for the ACT 2009-14. Among the many programs and activities in that strategy,
funding was provided for targeted suicide prevention activities, particularly
for high-risk groups.
Chief Police Officer for the ACT Roman Quaedvlieg was a keynote speaker at
the 2012 Men’s Health and Suicide Prevention Forum, speaking about suicide from
a policing and community perspective.
Mental Health Community Policing Initiative
Our Mental Health Community Policing Initiative (MHCPI) had been in place for
a full year by June 2012. The introduction of the initiative followed an
extensive review into how our frontline police recognise, relate and respond to
people in our community with a mental illness who come to police attention.
Police are often first responders to incidents involving people with a mental
illness. Through analysis undertaken in 2010, it was estimated that 10 per cent
of all incidents responded to by police had a mental health component, and that
approximately 80 minutes was spent on each job in providing support to the
person in need.
The three-pronged approach to the MHCPI includes:
A tailored mental health training package for the frontline, adapted for
the ACT community from the successful and proven NSW Police model. Mental
health professionals - including psychiatrists and psychologists - cover a
variety of subjects, such as personality disorders, substance abuse and
co-occurring disorders, Aboriginal and Torres Strait Islander mental health,
and the signs and symptoms of mental illness and dementia. The four-day
training package includes speakers from a number of government and
non-government mental health organisations. At 30 June 2012, 198 members had
undertaken this training.
A world-first trial of embedding mental health clinicians into ACT
Policing Operations (the communications command centre) to directly support
the frontline by identifying the most effective response to an individual’s
health through professional expertise and real-time access to the Mental
Health ACT Database.
A psychologist from Mental Health ACT works
alongside the MHCPI team, headed by an experienced sergeant.
During this reporting period, ACT Policing has been involved in 64.79
incidents per week that have a mental illness element. Since the launch of the
MHCPI, mental health clinicians have been involved in more than 1400 cases, all
of which have assisted police in some degree to better understand the
environment or person they were trying to help. We have also seen an increase
from approximately 20 to 55 per cent of cases where members are now contacting
triage (the clinicians) when faced with a mental health job, and emergency
actions have reduced from approximately 80 to 40 per month.
The MHCPI aims to improve our response to people in our community living with
a mental illness when they come into contact with police, and to improve
inter-operability between agencies to enhance a whole-of-government
approach.
This mental health reform is a result of an agreement and partnership between
ACT Policing, Mental Health ACT, Calvary Health Care ACT, The Canberra Hospital
and the ACT Ambulance Service.
As part of our internal governance, the MHCPI has undergone an internal
12-month review. One of the recommendations of the review was the expansion of
clinicians (days and times) in ACT Policing Operations. This is being considered
and will be reviewed further in discussions with key stakeholders.
SupportLink
We use the e-referral system, SupportLink, on a daily basis to make referrals
to several community organisations and programs.
SupportLink gives us a simple tool to refer at-risk or vulnerable people into
early intervention programs and services that could significantly help them with
issues before they become more serious. Early intervention programs and services
reduce the number of people coming into contact with the criminal justice
system.
During the reporting period the total number of referrals made to SupportLink
was 5265. This figure includes the 323 referrals made to alcohol and drug
diversion programs.
5. Creating a workforce that delivers a professional policing service, that
contributes to AFP capabilities and embraces professional development
opportunities
Developing a culture that encourages innovation
Legislative reforms and reviews
We work closely with the ACT Government’s Justice and Community Safety (JaCS)
Directorate and routinely provide input into ACT legislative reforms. The
implementation of these reforms directly impacts on our core business of
providing law enforcement and community safety in the ACT. We regularly
instigate change as the result of operationally identified issues, and we
encourage our members to bring their ideas to the forefront in order for us to
do this. Our input takes into consideration any parallel or associated
Commonwealth Government legislation where applicable, identifies potential
enhancements to support effective processes, and supports consistency with other
Australian jurisdictions.
During this reporting period we contributed to the review of the
Prostitution Act 1992, and the introduction of an R18+ classification
category for computer games. We also provided significant input into the
2012-2015 Property Crime Reduction Strategy, the Diversionary Framework
for Youth Justice, and the Bimberi Review Implementation Taskforce.
Introducing the Business Committee
A revised ACT Policing governance framework was introduced in January 2011.
After 12 months of operation, the framework was re-examined and a number of
small adjustments were made to ensure all decision-making bodies in ACT Policing
were captured within the one framework. An updated governance framework was
issued in June 2012.
The structure has four principal committees, one of which is the Business
Committee, which was established to implement and monitor the introduction of
new initiatives. This provides a formal avenue for our members to put forward
their ideas for consideration by a committee comprising the Deputy Chief Police
Officers, the Director Corporate Services, an Executive Steering Committee
representative and an Operations Committee representative.
Several initiatives have been born through the Business Committee, including
the Mental Health Community Policing Initiative, the current Roster Review, and
in-car computing.
More information about our committees can be found at Section C.5 -
Internal accountability.
Developing recruitment, retention and development strategies
Anything but every day - AFP recruitment campaign
During the year the AFP and ACT Policing carried out a combined recruitment
campaign based on an eight-week national advertising campaign. The campaign
attracted more than 4500 applications from the ACT, NSW and nationally.
The ‘anything but every day’ campaign was launched to attract federal agents,
community policing officers and protective service officers, with a particular
focus on diversity and women. Of the applicants, around 920 selected ACT
Policing as a preference. Almost one quarter of applicants (24 per cent) were
women and one-fifth (19 per cent) identified as being from a culturally or
linguistically diverse background.
Successful applicants will be scheduled into four planned recruit
courses in 2012-13, where they’ll undertake a challenging 25-week live-in
Federal Police Development Program at the AFP College in Barton. This prepares
them for deployment on the frontline on graduation.
We also had a recruit class graduate during this reporting period.
Workforce Management Committee
ACT Policing has a robust committee process in place to facilitate
advancement and cross-skilling within the AFP and ACT Policing. The Workforce
Management Committee examines the impact of each transfer request between the
AFP and ACT Policing, the outcome of which is decided based on the
recommendation of the employee’s supervisor and broader workforce
considerations.
In support of wider AFP operations, we facilitated the deployment of 60 sworn
members and two unsworn staff during this reporting period to assist with
Operations CANNA and ETON on Christmas Island.
The members were deployed to assist with public order management in response
to critical incidents occurring on Christmas Island at the time.
The secondment of staff within the AFP is a unique opportunity for our sworn
officers, allowing them to experience national investigations and develop a
broader policy and law enforcement knowledge base.
More information about the Workforce Management Committee can be found at
Section C.5 - Internal accountability.
Learning and Development Committee
The Learning and Development Committee ensures a coordinated and consultative
approach is taken to the learning and development needs of our members. The
committee ensures that all training needs are met either internally through the
AFP Learning and Development function (and the AFP College) or via external
providers.
During this reporting period the committee met to identify any training gaps
and to prioritise development programs, specifically focusing on the development
of middle management (sergeants and officers-in-charge). A framework is being
developed to address higher level needs.
More information about the Learning and Development Committee can be found at
Section C.5 - Internal accountability.
Embedding professional standards, ethical practices and AFP values
Respectful Workplace Training
More than 340 of our members undertook Respectful Workplace Training during
this reporting period, covering topics such as welfare services, professional
standards, reporting, AFP values and bullying.
The two-hour, in-depth mandatory session focused on practical applications
and examples of inappropriate workplace conduct and behaviour, and the
importance of respect in the workplace.
Professional Standards secondments
Professional Standards (PRS) is a function within the AFP dedicated to
investigating and managing complaints against police and the internal reporting
of members.
Within the professional standards tiered model, PRS investigates category 3
conduct matters and, in consultation with other agencies, may investigate some
corruption matters in support of the Australian Commission for Law Enforcement
Integrity. Appointees outside of PRS may also be called on to conduct
investigations.
As part of our strategy to embed professional standards and ethical practices
in ACT Policing, we transfer and second staff to PRS for a six- to 12-month
period to provide exposure to PRS model and reporting requirements. Not only
does this provide them with an additional skill set in internal investigations,
it provides a much greater understanding and appreciation of our core values and
the role PRS plays in ensuring our organisation maintains high integrity.
During this reporting period 11 of our members were seconded to
PRS.
A.4 - OUTLOOK
While we are mindful of the need to provide immediate
policing services to the Canberra community, it is also important that we look
to the future in an attempt to predict trends and changes in both criminal
activity and service demand.
Specific priorities or areas of focus for ACT Policing are contained in two
principal documents. The first is the annual Ministerial Direction (see
Appendix 3) issued by the Minister for Police and Emergency
Services, and the second is the 2008-2011 ACT Policing Strategic
Plan.
For 2012-13 our areas of specific focus will be to:
work with partner agencies to implement the 2012-15 Property Crime
Reduction Strategy
actively work with partner agencies in combating the adverse effects of
alcohol-related violence in public places
continue to focus on road safety issues, particularly in relation to
anti-social and dangerous driving behaviours.
The 2008-2011 ACT Policing Strategic Plan lists the following as
issues, influences and challenges that are likely to impact on the provision of
policing services in Canberra over the life of the plan:
the ongoing impact on the community of offences committed by a relatively
small number of recidivist offenders
heightened public expectations of accountability, service and
responsiveness, shaped in part by media and new communications
technologies
the profile of, and increasing reliance on, forensic science in the
detection, investigation and prosecution of crime
the expansion of closed circuit television and other security technologies
in and around the ACT
the continued expansion and development of residential areas within the
ACT that will influence patterns of low-level, anti-social crime in local
neighbourhoods
trends towards medium to high density housing developments
the increasing role of technology in crime and the growth of new crime
types
the continuing threat to national institutions and infrastructure from
terrorism
the adequacy of legislation as a contemporary deterrent to criminal or
anti-social behaviour
increasingly interlinked and complex social, welfare, health and financial
issues within society.
We are in the process of developing a revised strategic plan to cover the
period 2012 to 2015. That plan, together with the current ACT Policing
2007-2012 Environmental Scan, will reflect the external influences likely
to impact on criminality and our organisation.
Future priorities
Our future priorities are based on major challenges we have identified,
trends and changes in our operating environment, and our strategic focus areas.
Our priorities take into account both our internal and external operating
environments, and the need to detect, influence and disrupt crime.
Property and volume crime - sustaining performance
The reporting period ended with significant decreases across several crime
types, including burglaries (down 25.8 per cent), stolen motor vehicles (down
10.6 per cent) and property damage (down 20.1 per cent). We also recorded the
lowest rate of property offences in more than 10 years.
Historically, it has been demonstrated that within a short period of time
volume crime levels will rise if there is a reduction in the commitment to
meeting this priority. Volume and property crime will not go away - it needs to
be contained through proactive policing strategies, not just as a reactive
response to an increase in crime type.
A crime forecasting paper developed by our Performance, Evaluation and Review
Team during this reporting period identified trends over a 24-month period.
Using the Auto-Regressive Integrated Moving Average model (that is, time series
data analysis), the forecast indicates a possible rise in the total number of
offences, including property offences, in the ACT from 2012 to end-2013. Using a
Seasonal Auto-Regressive Integrated Moving Average model, ‘offences against the
person’ are likely to remain stable.
Further to this, unforeseen events, pressures in the external environment and
cyclical crime patterns can all affect our performance and crime results.
The 2012-15 Property Crime Reduction Strategy was launched by the
ACT Government during this reporting period, taking into account the need for a
whole-of-community approach to sustaining lower levels of volume crime through
partnerships and recognition of cause and effect relationships.
Alcohol-related violence in public places
Alcohol-related violence and crime is an Australia-wide problem that will
only be resolved through long-term social and behavioural change - recognised by
the Australia New Zealand Policing Advisory Agency (ANZPAA) as a key national
law enforcement focus.
Since the implementation of our Alcohol Crime Targeting Team (ACTT) on 1
December 2010 as a dedicated tool to address alcohol-related crime, we have
recorded decreases in the number of people lodged in protective custody for
intoxication.
While we also experienced a decrease in the amount of alcohol-related charges
in the ACT during this reporting period - a 13.3 per cent decrease compared with
the previous year - alcohol-related crime remains a challenge.
The introduction of the ACTT to coincide with the government’s liquor reforms
has made significant headway in our efforts to tackle this issue through
enforcement, education and engagement. During the reporting period the ACT
conducted 782 inspections of licensed premises and issued 554 criminal
infringement notices for offences such as consuming alcohol in a public place
and refusing to leave licensed premises.
During the year we also launched (as an initial pilot) the Multi-Agency
Liquor Taskforce, an inter-agency forum to address issues within and outside of
licensed premises. The goal of the forum is to reduce the impact of
alcohol-related harm to society by detecting and prosecuting intoxicated people
and anti-social behaviour. Stakeholders include the Australian Hotels
Association, Clubs ACT, licensees from various outlets in Woden, the Office of
Regulatory Services, and ACT Policing. By engaging in dialogue among licensees,
and providing them with a line of communication with police, we provide
opportunities for the exchange of best practice methodology. These meetings are
held quarterly with the aim of finding long-term sustainable solutions to
alcohol-related violence.
As an example of our efforts in this space we sponsored the 2012 Skyfire
event. This gave us the opportunity to actively engage with the Canberra
community, in particular some of our hard-to-reach and high-risk
alcohol-consuming audiences - young people. Crowds at Skyfire traditionally
consist of teenagers, young adults and family groups, and it is one of the few
all-age events in the ACT where alcohol is permitted. The high number of young
people attending Skyfire makes it an ideal opportunity to promote targeted crime
prevention messaging around young people and under-age drinking.
Our integrated approach at Skyfire in 2012 included a social media campaign,
supported by traditional media and community engagement including on-the-ground
police and education activity as well as a partnership with Directions ACT. An
education display was made up of a marquee, a video display playing the campaign
video (‘Too many drinks and you’re a galah’), and a table with brochures and
free merchandise, including wrist bands, glow sticks and ‘galah’ branded bottles
of water.
We believe this approach was a big success, with a 60 per cent decrease from
2011 in the number of intoxicated teenagers (12) taken into custody at Skyfire
2012.
Operation Unite - a weekend of action against alcohol-related
crime - conducted in collaboration with all Australian and New Zealand police,
will also continue to take place as part of our efforts. Operation
Unite builds on the significant work being undertaken by police and
partner agencies, and is part of our long-term strategy in dealing with
alcohol-related crime.
Anti-social and dangerous driving
We play an important role in preventing and responding to road incidents and
we have contributed to achieving a relatively good road safety record for the
ACT. However, complacency in this area leads to increases in the number and
severity of road collisions resulting in deaths and/or injuries.
In March 2012 the ACT recorded zero deaths on its roads, the only
jurisdiction in Australia to not record a road fatality over an extended period
of time. This was a significant achievement for ACT Policing, the ACT Government
and the people of Canberra.
Traffic enforcement and road safety, particularly dangerous and anti-social
driving, will remain a key priority for ACT Policing.
We completed the first full year of the ACT Road Safety Calendar during this
reporting period, integrating traffic law enforcement targeting with community
messages and audience-specific media campaigns.
Our approach in targeting anti-social and dangerous driving was further
advanced when we were awarded the 2012-13 NRMA-ACT Road Safety Trust Grant to
undertake detailed market segmentation research into risky driver behaviour. In
awarding the research grant, the trust has acknowledged the importance of better
understanding the most influential motivations for drivers’ speeding and
impaired driving. This information will allow us to develop more effective
strategies and messaging around this risky road behaviour, complementing our law
enforcement efforts.
We also amalgamated the RAPID and Random Roadside Drug Testing (RRDT) teams
to form the Road Safety Operations Team (RSOT) in February 2012. This has
enhanced our capabilities and expanded our reach in removing all impaired
drivers off ACT roads. The RSOT provides a multi-pronged approach to roadside
operations, with team members specifically trained to target and remove
high-risk takers to ensure the safety of the Canberra motoring community. The
amalgamation of the team increased to nine the number of officers who are able
to conduct random roadside drug testing.
Our operational efforts have proven worthy, with no fatality during this
reporting period involving an unlicensed/unregistered driver, and with our new
RRDT capability detecting 25 drug drivers.
Traffic enforcement has, and will continue to have, a direct impact on the
reduction in fatalities and collisions with injury but there is a body of
evidence which shows an increasing incidence of irresponsible driver behaviour
which will require enforcement, education, engineering and encouragement. This
translates to a combined approach of law enforcement and targeted operations,
media and advertising, and working in partnership with road safety stakeholders.
These include police, government, road traffic and safety authorities, road and
related infrastructure designers and, most importantly, road users.
Developing a flexible workforce
The ability to remain flexible in deploying resources and skills is critical
to responding to major incidents and unforeseen events while we continue to
deliver core policing services.
The continued threat of natural disasters, and the requirement that we
exercise and maintain our preparedness and inter-operability with emergency
services and other government agencies, remains a significant area of focus.
Maintaining a balance between policing the community and contributing to
recovery efforts and emergency management is an ongoing challenge for us. The
high level of training, rapid-response capability and resourcefulness of our
officers signals that they are a valued commodity during a crisis.
The amalgamation of our Specialist Response and Security function with the
AFP’s Operational Response Group to form the Specialist Response Group (SRG),
which came into effect 1 July 2012, goes some way towards building our capacity
to support local and domestic emergencies without impacting on our frontline.
The SRG is now Australia’s largest specialist policing capability, and we can
call on it at any given time. However, this does not remove the need for us to
be able to deploy our frontline members for any given event and to manage that
incident effectively.
More information about the SRG can be found at Section A.2 -
Overview.
Incident Command and Control Training must also remain a focus. This enhanced
training empowers first response officers at the crisis scene, regardless of
their rank or experience level, to assume immediate command and potentially make
critical decisions to engage external services and stakeholders, evacuate
premises, or order shutdowns of infrastructure.
This training can be scaled up quickly and allows for various specialist
functions - such as negotiators, tactical, intelligence or public
information/media - to append to the response command structure while operating
as an independent cell.
Our Team Leader Development Strategy helps to promote a professional and
sustainable workforce by ensuring members have the development and skills to
deliver the range of policing services required for the ACT. This strategy will
form a crucial part in our ability to maintain and deliver a flexible workforce.
It is generally accepted in policing that it is ‘anything but every day’, and
each member - particularly team leaders - must be able to adapt to, and perform
in, an array of situations on any given day.
Instilling a client-focused ‘service culture’
By definition, policing is a service to the community. However, the dilemma
faced by ACT Policing is that the nature of our service delivery may, at times,
involve the resolution of conflict through the use of force.
Resolving issues and conflicts, often those in which emotions run high, is an
intrinsic part of police training and operations. From the moment police attend
and make an initial assessment of the task at hand, there is a myriad of
branches to the resolution continuum which may involve a variety of resources.
Some of these are highly innovative, and all are primarily focused on the
de-escalation of the conflict.
Our priority is to ensure that our officers develop a ‘service culture’
from the time of their graduation into operational duty. This means driving and
instilling a service-oriented ‘patrol craft’ mentality among all our officers,
from the executive to the constable on the frontline.
While we have improved on our police satisfaction key performance indicator
(KPI), we again did not achieve the national average measure (15) of 84.1 per
cent during this reporting period. However, we were outside our target by only
0.7 per cent.
As recorded by the National Survey of Community Satisfaction with Policing
the most common reason for contact with police in the past 12 months was ‘random
breath testing operations’ (23.2 per cent), followed by ‘to report a crime’
(15.5 per cent). The most common reason stated for those satisfied with their
most recent contact was that police officers were ‘fair/professional’ (20.4 per
cent). The most common reason for dissatisfaction with policing during this
reporting period was that ‘police didn’t do enough, took no action’ (26.2 per
cent).
While the public agrees that our police are fair and professional, it is
imperative that all members of ACT Policing approach their duties understanding
and implementing a client service philosophy, with a view to achieving our KPI
in the next reporting period.
We also sought community feedback early in 2012 in the form of market
research to identify and understand perceptions towards and attitudes/opinions
about ACT Policing and its role in policing the Canberra community.
Overall, participants had very positive views towards ACT Policing,
signifying respect for the policing service, as well as perceiving the service
to be professional, and officers to be courteous and conscientious. This was
tempered, however, by comments such as ‘police are doing the best with what
they’ve got’, with some frustrations surrounding police not following up on jobs
that were important to respondents.
The qualitative and quantitative research will guide future operational
strategies and organisational communication in how we work with the community.
Engaging with the community
During this reporting period we commissioned Grey International and Colmar
Brunton Research to undertake research to identify and understand perceptions
of, attitudes toward and opinions on ACT Policing and our role in policing the
Canberra community. Our engagement with the community, and the community’s
expectations of our interface with them, were also key drivers of the
research.
While the majority of participants felt police were ‘doing the best with what
they’ve got’ the community did want to see greater visibility of police on roads
(driving in cars, as well as more prominent ACT Policing branding on existing
road signage), on foot, and through the media (public service announcements,
advertising, sponsorship, and online).
Understanding community expectations and engagement requirements allows us to
integrate what we know of our external operating environment with the
communication and outreach channels we can provide as an interface with the
Canberra public. Specifically, our efforts in the social media space, through
our ACTPol_Traffic and CPOACT Twitter accounts, must be enhanced as one of the
primary tools used by one segment of our audience, especially young people.
We launched our new interactive Crime Maps - CrimeStatistics - as part of our
community engagement and media profiling approach during this reporting period.
Key features of CrimeStatistics include an increase in the crime types reported
(including homicide and traffic offences), the ability to search statistics by
suburb and postcode as well as crime type, and the ability to view trends over
time. The user-friendly maps provide a community engagement platform to improve
on our perceptions and fears of crime KPIs.
We have plans to increase our online presence through our media centre, the
creation of a virtual ‘community centre’, and exploring crime reporting smart
phone applications.
We must recognise, however, that community engagement takes many forms,
and that our online efforts complement our frontline engagement and our outreach
programs, such as Constable Kenny Koala and our presence at events such as the
ActewAGL Royal Canberra Show. This means that we must align our engagement with
our audience requirements, to best serve the needs of our clients. For example,
some of the more vulnerable members of our community are those to whom age,
language and culture remain barriers, so written or online communication is not
recommended for them. Some newly-arrived migrants are from cultures where police
are not viewed with a high degree of public trust or confidence, so presence at
events may be preferred. Similarly, senior members of our community require more
personalised engagement and direct contact.
Realising effective community engagement will require this broad
understanding, and an outreach strategy that increases rapport with the public,
our partners and our stakeholders.
Embedding intelligence-led policing and crime prevention
ACT Policing’s functional re-structure came into effect during this reporting
period intended to maximise resources on the frontline and create greater
synergies between intelligence and crime prevention.
Institutionalising intelligence-led principles in crime prevention activities
- and embedding crime prevention into core policing across the whole
organisation - is instrumental to our long-term efficiency.
The re-structured ACT Policing is part of a broader strategy to ensure we are
best positioned to deliver on our KPIs. The amalgamation of Crime Prevention
with ACT Policing Intelligence recognises the need for intelligence-led crime
prevention, and the need to integrate crime prevention activities into the
broader ACT Policing. The main intent of this amalgamation is to ensure that the
diverse utility, skills, and extensive community network established by Crime
Prevention can be deployed through directive intelligence, and incorporated into
every facet of our workforce.
Our Operations Committee was re-focused during this reporting period to be
driven by ACT Policing Intelligence, to ensure that directions taken and
decisions made reflect our intelligence data. This intelligence-led approach
will further enhance crime targeting, particularly in relation to recidivist
offenders and our engagement with individuals, groups and families identified as
‘at risk’. It will also help to direct our Suburban Policing Strategy and
general duties officers to identified crime ‘hot spots’.
Crime prevention through environmental design will also be a key future
focus, adapting to the changes in our operating environment and the growth of
Canberra. This will enable us to provide planning input into suburbs and public
areas - for example, ensuring appropriate lighting at skate parks and advising
on the placement of secure automated teller machines.
Trends and changes in the operating environment
ACT Policing operates in a dynamic environment that makes it necessary to
adapt and evolve to meet the changing demands of service to the community. The
program of community policing is well established and the ongoing collaboration
between ACT Policing, the community and partner agencies continues to enhance
the security and safety of the ACT.
There is now a much greater level of scrutiny, from media and self-aware
community members, and we recognise the importance of maintaining the regular
dissemination of accurate and useful information, and conducting ongoing
community consultation.
The importance of scanning and interpreting the environment cannot be
underestimated. It helps us to make informed decisions on current and future
demand for services, and to deploy resources appropriately. The continuous cycle
of data collection, analysis and dissemination is vital to development and
implementation of tactical, operational and strategic plans. While command and
control may be viewed as the dominant governing model today in most policing
organisations, community expectations require more flexibility in how police
deliver their service, and this remains our focus.
Canberra’s growing population
As Canberra continues to undergo substantial growth, with Gungahlin being the
fastest growing area in Australia, the geographic dispersion of the ACT
population will impact on the way we deliver frontline capabilities.
Canberra’s growing population will continue to have an impact on policing,
how we are positioned, as well as our resourcing on the frontline. It will also
affect police response times.
During this reporting period we consolidated our patrol zone re-alignment to
ensure distribution of workload across our workforce and alignment of resources
to high demand. The Roster Review will similarly position us to adapt our
resources to demand.
More information on the Roster Review can be found at Section C.6 -
Human resources performance.
Determining not only the best location for policing services within a
fast-growing community but also the type of police presence required may change
the way policing has been traditionally managed. Factors include what the ACT
will look like in five to 10 years’ time, and whether services should continue
to be provided through regionally based police stations or smaller - possibly
mobile - police stations with supplementing district stations.
ACT Policing is unique in that we police Australia’s national capital, and
through contractual arrangements between the ACT Government and the AFP (see
Appendix 1) we can for the time being rely on the surge
capacity that the broader AFP provides.
An ongoing and effective working relationship with the ACT Planning and Land
Authority will help to support decisions in conjunction with crime analysis on
the future placement of police facilities. This will also provide us with the
opportunity to advise on ‘crime prevention through environmental design’
principles.
Technology and technology-enabled crime
While technology-enabled crime as a concept is no longer a new trend in the
operating environment, the prevalence and sophistication of criminals in using
technology has certainly seen a change in the law enforcement arena.
The pace and type of technological advances continues to change at an
exponential rate, with new technology - such as iCloud, for example -
challenging our legal and legislative frameworks, and enabling new crimes to
prevail.
Many forms of technology-enabled crime allow anonymity and enable immediate
transactions to take place, often using paths that are difficult to trace. While
organised crime syndicates have been using technology for the purposes of crime
for some time, more and more lower-end criminals are now using technology as a
tool to commit an array of traditional crimes, from sexual exploitation of
children to drug supply and trafficking, as well as new crimes such as ‘cyber
stalking’.
Social media, too - while used primarily as a tool to engage with the
community - is also now a vital investigative and intelligence-gathering tool.
It is imperative for police to adapt to emerging technologies and understand
the ways in which these tools can be used for law enforcement activity. Keeping
pace with these ongoing changes in our operating environment, remaining
contemporary, and maintaining best practice in the technological environment is
a challenge for all law enforcement agencies world-wide.
Increased concern about violent crime
The potential for violent crime is ever-present in every police jurisdiction,
although crime trends reveal that the prevalence of the more significant and
injurious violent crimes is broadly diminishing.
The real change is in the concern about violent crime, and how ubiquitous
media reporting of violence has increased the community’s perception towards
it.
Developments in the media landscape, particularly the competitive 24 hour
news cycle, has led to greater demand for consumer media product. Crime,
particularly violent, gun-related crime, for example, has been the subject of
extensive media coverage in recent times.
Gun-related crime has in reality declined significantly in Australia since
1996 when, in the aftermath of the Port Arthur massacre, the Australian
Government initiated a buy-back scheme under which 640 000 firearms were
surrendered throughout Australia.
Nonetheless, illegal firearms will always be an issue in the community,
in spite of the most concerted efforts from all agencies concerned, and the
community’s perception needs to be recognised and dealt with by
police.
Significant risks and ongoing issues
Responding to mental health
The Mental Health Community Policing Initiative (MHCPI), which began
its rollout in 2010-11, has now become an embedded part of ACT Policing’s
business model.
The complexity of human behaviours is such that a one-size-fits-all approach
to mental illness is not a workable solution. The MHCPI acknowledges it does not
offer a cure-all, but the related training does give our frontline officers a
greater knowledge of the issues involved and skills to apply when people living
with mental health in our community come into contact with police.
Support is provided by the ACT Health Crisis Assessment and Treatment Team
(ACT Health), or, in the first instance, through the clinicians ‘embedded’
within ACT Policing Operations four nights a week.
Police are often the first responders to incidents involving an individual
living with a mental illness. Through an analysis of our reporting system in
2010, it was estimated that 10 per cent of all cases responded to by police had
a mental health element, and that on average approximately 80 minutes was spent
on each job involving a consumer with mental health issues.
Our refined MHCPI training has now been delivered to 198 members working on
the frontline. However, our response to people living with a mental health
condition will always present a risk, due to behavioural uncertainty. We must
immerse into the minds of our members, and the organisation as a whole, our
approach to mental health in our community, underpinned by the MHCPI.
During this reporting period, ACT Policing was involved in an average of 65
incidents per week that had a mental illness element. Since the launch of the
MHCPI, mental health clinicians have been involved in more than 1400 cases, all
of which have assisted police to some extent to better understand the
environment or person they are trying to help. We have also seen an increase
from approximately 20 to 55 per cent of cases where members are now contacting
triage (the clinicians) when faced with a job involving a consumer with a mental
illness. Emergency actions have reduced from approximately 80 to 40 per month.
A 12-month review of the MHCPI produced several recommendations, including an
expanded seven-day roster for the clinicians working rotational shifts in ACT
Policing Operations.
Technological advances - keeping pace
Rapid advances in technology continue to be a significant risk and ongoing
issue for law enforcement and the criminal justice system.
The fraudulent use of stolen data - often through credit card ‘skimming’ - is
on the increase. The desire by consumers for quicker and easier methods of
credit card payment provides windows of opportunity to technologically savvy
offenders.
The rise in the use of point-of-sale wireless technologies is one such avenue
for data theft while the more traditional is in developing websites of such
convincing sophistication and apparent authenticitythat consumers
are sufficiently convinced to provide their credit card data.
Recommendations on how to identify and avoid these fraudulent sites and
deliver protection on data theft is readily available from consumer
organisations and websites (such as SCAMwatch) as well as credit card providers.
In addition, the Australian Crime Commission this year launched a campaign in
partnership with all State and Territory police services (Operation GALLILEE) to
raise public awareness of ‘boiler room’ fraud, or investment fraud.
Routine traffic enforcement using tried and proven laser speed detection
equipment has become more challenging through the emergence of laser jamming
devices, which are legally sold in Western Australia but illegal in all States
and Territories if used to interfere with police equipment. Some of these
devices are now known to be in use in the eastern States, and have the cosmetic
appearance of conventional parking sensors, with the transmission equipment
usually hidden inside the vehicle.
These devices contravene the Commonwealth Law Radio Communications Act
1992 (s. 193) through the transmission of a signal which effectively
negates the incoming speed measurement signal. As quickly as police are provided
with software updates, these are matched - and often ‘tweaked’ - by the jamming
equipment developers.
Data storage in the ‘cloud’ - virtual servers feeding into vast data banks
which remotely hold private information - is now commonplace as consumers seek
more flexibility from their portable devices, and as businesses seek to reduce
costs by using the resources of external cloud providers. The computing cloud
can encompass computer platforms, applications and infrastructure.
Consumers can remotely access the cloud securely provided appropriate
safeguards and protocols are observed. Of greater concern to law enforcement is
when non-encrypted wireless technology connects the user to the cloud. These
communications can be easily accessed with the appropriate technology, exposing
the victim to gross invasions of privacy, theft of data and even potential
blackmail. Safeguards against this crime occurring are readily available but
consumers, in the interests of convenience, are often prepared to take
unnecessary risks.
The challenge for police in this technological world is keeping up with the
pace of technological advancements, in a crime fighting sense as well as in
relation to prosecution/legislation requirements. Identifying changes in
technology-enabled crime - but more importantly, understanding changes in order
to enforce the law effectively and bring criminals to justice - is an ongoing
effort.
Legislative reviews and reforms
We experienced a number of legislative reviews and reforms during this
reporting period some of which required a response on our part to operationalise
such as the introduction of random roadside drug testing.
Operational preparedness, including developing policies and guidelines to
support legislation, is an ongoing challenge in our environment, with some areas
of operation and reform being more complex than others. Being adaptable will
ensure we continue to effectively respond to and enforce these reviews and new
legislative reforms.
The ability of ACT Policing to provide input into legislative reforms that
impact on law and order, or justice and community safety, is also essential, and
is provided through our relationship with the Justice and Community Safety
Directorate. This supports our mission and all four key pillars of our business:
Crime and Safety Management, Traffic Law Enforcement and Road Safety,
Prosecution and Judicial Support, and Crime Prevention.
More information about legislative reviews can be found at Section
B.4 - Legislative report.
Mobility of organised crime
The transient population of the ACT brings with it enforcement
challenges.
Crime does not recognise borders. The ability of well-organised groups - and
opportunistic criminals - to commit property crime within the ACT and deliver
the stolen items into the NSW market, often before the victim has the chance to
report the crime, has been noted. The mobility of these groups enables them to
distribute illicit drugs quickly and efficiently using established transport
corridors.
Having a close working relationship with NSW Police, particularly
patrols and detectives within the Monaro and Queanbeyan local area commands,
delivers a shared and coordinated effort which works to thwart
distribution networks. The sharing of intelligence between police jurisdictions
is more vital now than ever in this challenge to identify and prosecute
criminals working across borders, as is strengthening the relationship between
police and our Commonwealth partners to identify serious and organised crime
syndicates.
Analysis and interpretation of DNA
Forensic science - specifically, the use of DNA - is often a critical
investigative tool in the prosecution of offenders. Scientific analysis and
interpretation of DNA evidence continues to present challenges to the justice
system as a whole, including law enforcement.
Recent developments in the European standard of DNA interpretation has
resulted in the adoption of new marker sets in the Australian system. A
substantial body of work is now being undertaken - by ANZPAA, the National
Institute of Forensic Science, CrimTrac and the Senior Officers Group - to adopt
the new system.
Use of force - maintaining accountability
The use of reasonable force underpins all AFP conflict management strategies
and our use-of-force model, which defines reasonable force as being the minimum
force reasonably necessary in the circumstances of any particular case.
All operational members receive use-of-force training (and annual
revalidation), during which the principles of negotiation and conflict
de-escalation are always emphasised as alternatives to the use of physical
force.
The reality of working on the frontline - particularly in general duties -
often involves preparing for incidents that involve physical interaction. Our
officers rely on their training to deliver an appropriate response, while
considering the impact of that response on the safety of the public, their
colleagues and the person who is subject to the use of force.
During the course of their duties, officers may encounter hostility or even
verbal and/or physical abuse, more often during situations where excess alcohol
consumption and/or narcotic substances have had a detrimental behavioural effect
on a person. It is during such incidents that our officers have to make an
immediate assessment of the situation and take decisive action to gain control,
while avoiding or limiting physical harm to themselves and the person involved.
It has become common for onlookers to record on mobile phones these kinds of
interactions with police and to then immediately circulate the footage to the
various popular social media networks. Unfortunately, the prevalence of these
images can create a negative public perception of use-of-force incidents, as the
images often do not portray the circumstances that have led to such an outcome.
Use of force and public perceptions will continue to be an ongoing issue for
ACT Policing.
In a media-driven environment, where crime-related incidents are often lead
stories, it is imperative for us to maintain our accountability and ensure
relevant practices are in place, and adhered to. This is particularly important
with conducted energy weapons, which were introduced to our frontline sergeants
during this reporting period. Our chosen conducted energy weapon - Taser - is
understood as a less-than-lethal use-of-force option, and we must prepare for
the fact that any incident involving a Taser, or a firearm, will be subject to a
high level of media and public scrutiny. The Taser Review Committee, also
introduced during this reporting period, will assess trends and practices
employed on the frontline specifically.
We maintain a strong relationship with the ACT Ombudsman’s office in the
content of our conducted energy weapon model to ensure externally accountability
to complement our internal measures.
More information about the Taser Review Committee can be found at
Section C.5 - Internal accountability.
Perceptions and reporting of crime
Managing community perceptions of crime is an ongoing issue for ACT Policing,
as it is for all Australian States and Territories. Of the six KPIs we did not
quite achieve during this reporting period, half specifically related to
community perceptions of crime.
While we recorded significant decreases in a majority of actual crime types -
particularly in relation to volume and property crime - community perceptions
have not shifted commensurately.
Housebreakings and motor vehicle theft, for instance, recorded significant
decreases during this reporting period - down 25.8 per cent and 10.6 per cent
respectively - but these offence types were among the crimes most perceived by
the community as likely to occur. While a lag in time between actual reductions
of crime over a sustained period and community perceptions of crime is expected,
working towards addressing this issue in the long term will require visible
policing efforts supported by proactive media communications and community
engagement. A sustained effort and reduction in crime should result in improved
public perceptions of crime in Canberra.
Our small statistical data set, too, can impact on perceptions of crime when
statistics are represented in percentages. Media reporting to the community can
at times be misrepresented due to a spate of offences or incidents.
Through our market research commissioned during this reporting period, a
number of Canberrans believed crime in the ACT had increased over the past
decade or two, although the majority felt that crime fell into the ‘petty’
category. Relative to other States, the ACT was felt to be safer - and many felt
that this was linked to the level of police visibility and the smaller size and
more affluent community in the ACT.
The level of perceived ‘danger’ at night was an issue across all age groups
and there is a sense that this has deteriorated over time. Some participants
discussed a cultural shift and changing social norms and linked this to greater
access to information about crime. Our crime statistics do not support the
notion that Canberra is less safe in the evenings.
While high crime reporting rates impact on perceptions of crime, they can
also be an indication of a healthy democratic community that has confidence in
its police service to investigate and solve crime. This complex set of
inter-operable parts that result in negative or positive perceptions of crime is
something we need to understand and address. It is important to note that while
we aim to reduce the level of fear of crime in the community, there are some
positive aspects to the community having some level of awareness of crime in
their neighbourhood. A level of awareness about crime can reinforce crime
prevention behaviours and limit the person’s potential for victimisation.
More information about our perception of crime KPIs can be found at
Section A.9 - Analysis of agency performance.
A.5 - MANAGEMENT DISCUSSION AND ANALYSIS
As a contracted police service, ACT Policing
provides community policing services for an agreed price, as part of the
Policing Arrangement (see Appendix 1) and
the annual Purchase Agreement (see Appendix 2). Any spending in
excess of the agreed price for the year must be met from the broader Australian
Federal Police (AFP). The establishment of a price for the delivery of policing
services is a multi-faceted process that allows for some unexpected budgetary
demands .
While our fiscal decisions supported a continued strong financial position
during this reporting period, adjustments to long service leave (LSL) provisions
as a result of bond rate movements contributed significantly to a budget
overspend of $3.5 million, or a variance of 2.4 per cent to budget. The
adjustment to LSL provisions was outside the budgetary control of ACT Policing.
The variation was included in the broader AFP financial performance and did not
have a fiscal impact on the ACT Government.
Excluding the LSL adjustment the operating result would have been $0.7
million under budget or a variance of 0.5 per cent.
Financial performance for 2011-12
Total revenue received by the AFP for the provision of policing services to
the ACT was $148.9 million. This represented an increase of $2.6 million or 1.8
per cent compared with the previous financial year (2010-11).
The major factors in this increase were funding for an additional three
police officers (for the implementation of Random Roadside Drug Testing) and
funding for the effects of the2012-2016 AFP Enterprise
Agreement.
Total expenditure amounted to $152.4 million, which was up $5.7 million, or
3.9 per cent. The increase in expenditure relates mainly to a change in the
discount rate for long service leave provisions due to the significant decrease
in the 10-year Commonwealth Bond rate - a key element in the calculation of the
discount rate for long service leave provisions for Commonwealth Government
entities.
During this reporting period the Commonwealth Bond Rate decreased from 5.21
per cent to a record low of 3.04 per cent, resulting in a $4.2 million
adjustment to long service leave expenditure. Additional staffing
and salary costs associated with the 2012-2016 AFP Enterprise Agreement and the
implementation of random roadside drug testing also contributed to the increase
in expenditure.
Our financial performance is also balanced through a tightly controlled and
mature workforce planning model.
More information about our staffing model can be found at Section C.7
- Staffing profile.
Annual financial statements for the reporting period, accompanied by the
Auditor-General’s independent audit report, can be found at Appendix 4 -
Financial statements and statement of performance.
Management analysis and externalities
In addition to costs incurred through LSL and the AFP Enterprise Agreement,
our financial performance was impacted by two primary externalities.
Court costs
There was an increase in court costs awarded against ACT Policing during this
reporting period.
While there has been no significant change in the number of cases where costs
are awarded against ACT Policing (in the event of a prosecution discontinuing),
the basis on which court costs are calculated has changed. The prescribed model
emerging to calculate these costs is manifesting itself in higher costs awarded,
and has the potential to impact on future budgetary considerations.
In 2008 s. 244 of the Magistrates Court Act 1930 relating to ‘costs
in criminal matters’ was amended. Previously, s.44 provided that if the court
made an order in favour of the defendant ‘it may in its discretion award and
order that the informant must pay to the defendant the costs it considers just
and reasonable’.
The amendment removed the reference to the court’s discretion and also the
qualification that the award be of ‘costs it considers just and reasonable’. The
amended s. 244 now provides that costs ordered to be paid must be awarded in the
way prescribed by regulation and may be recovered under the rules relating to
enforcement of judgments of the court in civil proceedings.
Costs have continued to rise as the new rules have been increasingly applied
by defence teams.
This reporting period has seen costs in excess of $300 000 awarded.
More information about our prosecution rate can be found at
Section A.9 - Analysis of agency
performance.
Infringement administration costs
The administrative process for traffic and criminal infringement notices is,
by agreement, temporarily being managed by ACT Policing (Judicial Operations)
until a technical solution is implemented by the Justice and Community Safety
Directorate. In the interim we continue to absorb the administrative resourcing
required to manage municipal infringement notices.
An additional criminal infringement notice was added during the reporting
period relating to smoking in cars containing children.
A.6 - FINANCIAL REPORT
Annual financial statements for this reporting period,
accompanied by the Auditor-General’s independent audit report, can be found
at Appendix 4 - Financial statements and statement of
performance.
A.7 - STATEMENT OF PERFORMANCE
Our performance is measured by one main outcome supported
by a series of outputs and performance measures as detailed in the Purchase
Agreement (see Appendix 2).
Our main outcome is to work in partnership with the community to create a
safer and more secure ACT through the provision of quality police services. This
is supported, and achieved, through our four key outputs:
Crime and Safety Management - providing efficient police
response to calls for assistance received from members of the community,
conducting investigations to detect offenders and bring them to justice, and
maintaining a proactive presence in the community, driven by the analysis of
police intelligence data.
Traffic Law Enforcement and Road Safety - enforcing
traffic laws and promoting safer behaviours on ACT roads with the objective of
reducing the number of crash fatalities and injuries to members of the
community.
Judicial Operations - maximising the number of successful
prosecutions in court by providing support to the Office of the Director of
Public Prosecutions and the courts.
Crime Prevention - reducing and preventing crime through
strategies that incorporate government and community cooperation to address
risk factors associated with criminal behaviour and recidivism and raise
awareness of the community’s role in their own safety and security.
As a contracted police service, our statement of performance - against our
performance generally and financially - is assessed against these four key
outputs.
Our statement of performance for this reporting period, accompanied by the
Auditor-General’s independent audit report, can be found at Appendix 4 -
Financial statements and statement of performance.
More information about our performance can be found at Section A.9 -
Analysis of agency performance.
Measuring our performance
Our performance reporting framework was introduced in the 2002-03 financial
year and since that time there have been a range of amendments, deletions and
additions to the suite of key performance indicators (KPIs) included in the
annual Purchase Agreement (see Appendix 2).
The agreement contains a range of notes to the KPIs which indicate the source
of the data. The targets set for each KPI are based on a range of factors (most
of which are shown in Table A.7.1), which are included in the
notes attached to the Purchase Agreement.
Targets can be generated by annual or three-year averages, meaning that
targets are either a pre-determined number, or change each year. KPIs are
generally assessed against crime statistics and the National Survey of Community
Satisfaction with Policing.
Table A.7.1 - ACT Policing key performance measures and
source of data
MEASURES
TARGET
SOURCE OF DATA
LEVEL OF CRIME
Number of ‘offences against the person’ reported or becoming known
per 100 000 population
800 or less
Arithmetic - sourced from Police Real-time Online Management
Information System (PROMIS) data with Australian Bureau of Statistics
(ABS) population data
Number of ‘offences against property’ reported or becoming known per
100 000 population
8500 or less
Arithmetic - sourced from PROMIS with ABS population data
Percentage of ‘offences against the person’ cleared
67% or more
Arithmetic - sourced from PROMIS with ABS population data
Percentage of ‘offences against property’ cleared
14% or more
Arithmetic - sourced from PROMIS with ABS population data
PERCEPTIONS OF CRIME
Percentage of persons who are concerned about becoming a victim of
physical assault in a public place - excluding sexual assault - in the
next 12 months
National average or less
National Survey of Community Satisfaction with Policing (NSCSP)
conducted by the Social Research Centre
Percentage of persons who are concerned about becoming a victim of
sexual assault in the next 12 months
National average or less
NSCSP
Percentage of persons who are concerned about becoming a victim of
housebreaking in the next 12 months
National average or less
NSCSP
Percentage of persons who are concerned about becoming a victim of
motor vehicle theft in the next 12 months
National average or less
NSCSP
Percentage of persons who feel safe at home alone during the
day
National average or more
NSCSP
Percentage of persons who feel safe at home alone during the
night
National average or more
NSCSP
POLICE RESPONSIVENESS
Response times for priority one incidents:
within 8 minutes
within 12 minutes
60% or more
90% or more
Arithmetic - sourced from Computer Aided Despatch (CAD)
system
Response times for priority two incidents:
within 20 minutes
within 30 minutes
60% or more
95% or more
Arithmetic - sourced from CAD system
Response times for priority three incidents, where police attention
or response is required:
as determined in consultation with the complainant
in any event, no later than 48 hours from the initial contact by the
complainant
90% or more
Arithmetic - sourced from CAD system
Percentage of Triple Zero (000) calls answered on first or second
presentation:
on first presentation
on second presentation
90% or more
98% or more
Arithmetic - sourced from Telstra Data
PUBLIC CONFIDENCE IN POLICE
Percentage of persons satisfied with their most recent contact with
police services
National average or more
NSCSP
Percentage of persons who agree that police perform their job
professionally
National average or more
NSCSP
Percentage of persons who agree that police treat people fairly and
equally
National average or more
NSCSP
TRAFFIC LAW ENFORCEMENT AND ROAD SAFETY
Number of road crashes resulting in death per 100 000
population
4.2 or less
Arithmetic -sourced from AFP PROMIS data
Number of road crashes resulting in injury per 100 000
population
180 or less
Arithmetic -sourced from traffic data
Percentage of persons who self-report driving 10km per hour or more
over the speed limit
National average or less
NSCSP
Percentage of persons who self-report driving while not wearing a
seatbelt
National average or less
NSCSP
Percentage of persons who self-report driving while suspecting they
are over the prescribed alcohol limit
National average or less
NSCSP
Percentage of persons who self-report driving when using a mobile
phone
National average or less
NSCSP
SUPPORTING THE JUDICIAL PROCESS
Percentage of briefs delivered to the Director of Public
Prosecutions within the designated timeframe
75% or more
Arithmetic -Judicial Operations data and ACT Court outcomes
data
Percentage of cases finalised by offence proved in court
80% or more
Arithmetic - Judicial Operations data and ACT Court outcomes
data
Percentage of cases finalised by a not-guilty verdict or otherwise
withdrawn
18% or less
Arithmetic - Judicial Operations data and ACT Court outcomes
data
Percentage of cases otherwise resolved
5% or less
Arithmetic - Judicial Operations data and ACT Court outcomes
data
CRIME PREVENTION
Percentage of persons who perceive the following quality of life
issues to be a problem in their neighbourhood:
speeding cars, dangerous or noisy driving
graffiti/vandalism
louts/gangs
drunken/disorderly behaviour
National average or less
National average or less
National average or less
National average or less
NSCSP
Number of juveniles referred to diversionary programs
55 or more
Arithmetic - data sourced from Restorative Justice Unit, Justice and
Community Safety Directorate
Number of persons referred to community support agencies
5100 or more
Arithmetic - data sourced from SupportLink
ACT Policing Victim Liaison Officers providing contact with victims
of indictable crime reported to police
75% or more
Arithmetic - data sourced from PROMIS
Number of referrals to drug diversion programs (drug demand
reduction effort)
65 or more
Arithmetic - data sourced from ACT Policing Crime
Prevention
Surveying community satisfaction with police services
The NSCSP is a household survey that is conducted by The Social Research
Centre every quarter and collects information from 28 502 people Australia-wide,
providing annual national averages.
This survey provides information on attitudes towards services provided by
the police, perceptions of ‘fear’ of crime, and problems in the neighbourhood
area. It also provides information on the most recent contact with police, who
initiated the contact and reasons for the contact.
Out of our 32 KPIs, 14 are directly measured against the results of the
NSCSP. The targets for these KPIs are based on national averages, enabling us to
make comparisons with other State and Territory police
services.
A.8 - STRATEGIC INDICATORS
As the community policing arm of the AFP, and in
accordance with the definition in the Financial Management Act 1996,
ACT Policing does not meet the criteria of a department nor that for a public
authority, or a ‘prescribed’ Territory authority.
The services provided by ACT Policing are on a ‘fee for service’
arrangement. Our funding is delivered as part of the budget apportioned to the
Justice and Community Safety (JaCS) Directorate, and measured against an annual
Purchase Agreement (see Appendix 2).
The strategic indicators for the AFP and JaCS are described in their
individual annual reports. More information about our progress against our own
strategic indicators can be found at Section A.3 - Highlights.
More information about our governance can be found at Section A.2 -
Overview.
A.9 - ANALYSIS OF AGENCY PERFORMANCE
In line with the annual Purchase Agreement
(see Appendix 2), our aim is to create, in partnership
with the community, a safer and more secure ACT through the provisions of
quality policing services. The agreement outlines four main outputs against
which our performance is measured. These four outputs are:
1. Crime and Safety Management
2. Traffic Law Enforcement and Road Safety
3. Prosecutions and Judicial Support
4. Crime Prevention.
1. Crime and Safety Management
[Output 1] ... providing efficient police response to calls for
assistance received from members of the community, conducting investigations to
detect offenders and bring them to justice, and maintaining a proactive presence
in the community, driven by the analysis of police intelligence data.
Measures associated with this output are level of crime, perceptions of
crime, police responsiveness, and public confidence in police. For a summary of
results against the 2011-12 Purchase Agreement, see Appendix 4 -
Financial statements and statement of performance.
Level of crime
The first four measures in the Purchase Agreement relate to level of crime.
We met the annual target for all four measures this year.
For a full summary of all offences reported or becoming known to police,
offences cleared and apprehensions in the ACT, see Appendix 5 - Offences
reported or becoming known in the ACT.
Measure 1 - Number of ‘offences against the person’ reported or becoming
known per 100 000 population
‘Offences against the person’ include homicide and related offences, assault,
sexual offences and other threatening, negligent or dangerous acts towards a
person. During this reporting period, ‘offences against the person’ accounted
for 9 per cent of all offences reported in the ACT.
Our target for this measure was 800 or fewer offences per 100 000 population.
We achieved (and improved on) this target, with 770.3 offences being reported
per 100 000 population - 30 offences fewer than the target.
A
record property haul of stolen goods took place in South Canberra during this
reporting period
During the reporting period there were 2762 ‘offences against the person’
reported to ACT Policing. This represents an 8.1 per cent decrease (or 242
offences) compared with the 2010-11 reporting period.
‘Offences against the person’ that recorded lower figures than 2010-11 were
‘other offences against the person’ (down 34.8 per cent, or 47 offences) and
assaults, both in the home and public places, down by 8.9 per cent and 9.2 per
cent respectively. Compared with the previous reporting period, homicide and
related offences increased from four offences to five in 2011-12, and sexual
offences increased from 342 to 375 offences.
Figure A.9.1 - Offences ‘against the
person’ by type 2007-08 to 2011-12
* Other offences ‘against the person’ include kidnapping,
dangerous or negligent acts, harassment and threatening behaviour.
Source: PROMIS at 2 July 2012
We continue to proactively target the misuse of alcohol, acknowledging there
is a strong connection between excessive alcohol consumption and ‘offences
against the person’. During this reporting period 28 per cent (764 offences) of
all ‘offences against the person’ were alcohol-related.
Throughout the reporting period we developed and implemented various
strategies to encourage safe and responsible drinking practices in order to
reduce the effects on the community of alcohol-related harm and crime.
One of these strategies was signing a Memorandum of Understanding (MoU) with
the Sobering Up Shelter (operated by Catholic Care) to reduce the incidence of
alcohol-related violence and anti-social behaviour in public places. This MoU
authenticates the partnership between ACT Policing and Catholic Care and
documents how each agency will service the Canberra community and care for
people under the influence of alcohol. The agreement allows our members to treat
intoxicated people without the need for placing them into protective custody in
the ACT Watch House, and enables our officers to refer intoxicated people to the
Sobering Up Shelter so that they recover in a safe environment and can be
treated by professional alcohol and other drug workers. The operation of the
Sobering Up Shelter is anticipated to reduce the incidence of alcohol-related
violence and anti-social behaviour by redirecting intoxicated people found in
public areas to a safer environment where they can recover and be cared for.
We also sponsored Skyfire for the second year in a row - Canberra’s largest
event where alcohol is publicly permitted. As part of our sponsorship we
released a YouTube video, ‘too many drinks and you’re a galah’, which went
‘viral’ and featured on big screens at the event. The objective of this social
media campaign was to promote awareness of under-age and binge drinking among
young people by targeting a captive audience at the Skyfire event, with a
long-term goal to change drinking behaviours. The video was supported by
on-the-ground efforts by our education and patrol teams, including an
educational display in partnership with Directions ACT where free ‘galah’
branded bottles of water and glow sticks promoting anti-binge drinking messaging
were distributed.
Measure 2 - Number of offences against property reported or becoming known
per 100 000 population
‘Offences against property’ include robbery, burglary, fraud, handling of
stolen goods, motor vehicle theft, theft other than of a motor vehicle, property
damage and environmental offences. In 2011-12 offences against property
accounted for 64.2 per cent of all offences reported or becoming known in the
ACT.
The target for this measure was 8500 or fewer offences against property
reported or becoming known to us per 100 000 population. We achieved this
measure by recording 5522.2 offences, significantly lower than the target.
There were 19 801 offences against property reported to ACT Policing during
the year. When compared with the previous reporting period, this represents a
decrease of 19.2 per cent (or 4707 offences). This represents the lowest rate of
property offences recorded in more than 10 years.
All offence types under the ‘offences against property’ category have
decreased considerably since the previous reporting period. Table
A.9.1 illustrates the significant decreases across all offence types
included in this key performance indicator (KPI).
Table A.9.1 - Offences against property by type 2010-11 to
2011-12
Offence type
2010-11
2011-12
% change
Robbery
Armed robbery
Other robbery
260
145
115
245
134
111
5.8
7.6
3.5
Burglary
Dwelling
Shops
Other
3487
2519
347
621
2588
1805
338
445
25.8
28.3
2.6
28.3
Motor vehicle theft
1315
1176
10.6
Property damage
7351
5874
20.1
Other theft
11 149
9286
16.7
Source: PROMIS at 2 July 2012
During this reporting period we continued to identify new ways to influence
property crime rates by working with external stakeholders. Our Crime Targeting
Team (CTT) developed and initiated an investigative strategy focused on all
areas of ACT Policing, providing the resources needed for the immediate
investigation of volume crime offences.
As part of this strategy, the CTT increased its efforts to develop
intelligence holdings on identified property receivers by targeting recidivist
shoplifters and monitoring disposal of stolen property. Through the
identification of property receivers, the team was able to gain broader insight
into the cycle of property offending within the ACT.
Working on this strategy, the CTT team actively enhanced relationships with
the Security and Loss Prevention Officers of major shopping centres and
retailers in the ACT. The team attended several major stakeholder meetings,
established communication channels and, in return, received training from retail
organisations.
In addition, the CTT initiated a procedural change for managing and
prosecuting offenders who continue to enter retail complexes. Before this
review, the prosecution of people who had continued to return to retail
complexes despite having been banned from the premises (as a result of their
criminal behaviour) had been deemed too difficult to enforce. Following a review
of current ACT legislation, an assessment of prosecution practice in other
jurisdictions, and advice from AFP Legal and the office of the ACT Director of
Public Prosecutions, prosecutions for the offence of trespass have now been
instituted, with convictions recorded.
This has resulted in the circulation of guidance to our members on issuing a
‘Banning Notice’ and prosecuting for a breach of this notice. We anticipate that
this procedural change will have a significant positive impact on the retail
theft market.
We have also continued aggressively targeting bail compliance and recidivist
offenders, complemented by improved forensic collection, analysis and
interoperability between our members and forensic experts.
Our ACT Policing Intelligence team also played a key role in this
investigative strategy by regularly monitoring past sales data from second-hand
dealers and coordinating meetings with NSW Police (Queanbeyan) to promote
awareness of current targets and property crime trends.
Measure 3 - Percentage of ‘offences against the person cleared’
‘Offences cleared’ relates to offences for which there was an outcome during
the reporting period. These outcomes include identification of an offender
(through arrest or some other form of proceeding such as a summons or caution),
withdrawal of the complaint, insufficient evidence to proceed against an alleged
offender, or the determination that the offence was unsubstantiated.
Figure A.9.2 - Offences against property
by type 2007-08 to 2011-12
* Other offences against property include robbery,
blackmail and extortion, fraud and misappropriation, and handling of stolen
goods offences
Source: PROMIS at 4 July 2012
Figure A.9.3 - ‘Offences against the
person cleared’ 2007-08 to 2011-12
Source: PROMIS at 2 July 2012
The target for this measure required a clear-up rate of 67 per cent or more
offences for all offences against the person. We achieved this target with a
clear-up rate of a high 77.8 per cent (or 2150 offences), exceeding the target
by 10.8 per cent. Figure A.9.3 illustrates our consistent
performance against this measure (of over 64 per cent) since 2007-08.
Measure 4 - Percentage of offences against property cleared
The clear-up of ‘offences against property’ occurs where an outcome for an
investigation was recorded as completed. The possible outcomes are the same as
those for ‘offences against the person cleared’.
The annual target for this measure is 14 per cent or more. We achieved this
target by recording a clear-up rate of 17.3 per cent of total property offences
(or 3428 cleared property offences), exceeding last year’s result by 3.3 per
cent. Figure A.9.4 illustrates our consistent performance against
clear-up rates for offences against property for the past five years.
The nature of property offences typically means that it is more difficult
for us to clear these offences than it is to clear ‘offences against the
person’. This is because the victim rarely sees the offender commit the offence
and offenders often do not know their victims. The achievement against this
measure, however, is strongly associated with the declining rate of property
offences during this reporting period. In order to improve on this performance,
we will employ the same strategies to influence property crime rates within the
ACT.
Figure A.9.4 - Offences against property
cleared 2007-08 to 2011-12
Source: PROMIS at 2 July 2012
Perceptions of crime
The National Survey of Community Satisfaction with Policing (NSCSP) is a
nation-wide telephone survey that measures community perceptions of a range of
policing-related issues, including satisfaction with policing services, feelings
of safety, concern about potential victimisation and beliefs about police
behaviour. During this reporting period 2400 residents of the ACT participated
in the survey, with 28 502 participants nationally.
The survey monitors community concern about becoming a victim of certain
types of crime. While this series of questions can elicit a variety of
interpretations, they are the best available indicators of ‘fear’ of crime.
Results range from an assessment of the likelihood of victimisation through to
how the respondent would feel if they were to become a victim. Figure
A.9.5 shows the percentage of people in the ACT who were somewhat
concerned or very concerned about becoming a victim of certain crime types in
the next 12 months compared to the national average.
It is important to note that while we aim to reduce the level of fear of
crime in the community, there are some positive aspects to the community having
some level of concern/awareness of crime in their neighbourhood. This can
reinforce crime prevention behaviours and limit the person’s potential for
victimisation.
Similarly, while high crime reporting rates impact on perceptions of crime,
they are also an indication of a healthy democratic community that has
confidence in its police service to investigate and solve crime.
The perception of crime measures in the Purchase Agreement (measures
5-10) assess the community’s concern about becoming a victim of crime in the
next 12 months with regard to physical or sexual assault, burglary and motor
vehicle theft. This section also includes measures that assess the percentage of
people who feel safe at home alone during the day and after dark
Figure A.9.5 - Perception of crime by
offence type 2011-12
Source: National Survey of Community Satisfaction with
Policing, July 2012
For these measures, we are required to achieve a result that is equivalent to
the national average or less (for measures 5-8) and equivalent to the national
average or more (for measures 9-10).
It is important that the results for the perceptions of crime be taken in
context against the actuality of crime reported to police. Housebreakings and
motor vehicle theft, for instance, recorded significant decreases during this
reporting period, but these crimes were among those that respondents perceived
they were most prone to experiencing.
During the year we continued to identify new mediums to engage the community
and reduce the fear and perception of crime. In February 2012 we launched an
online interactive crime mapping tool - CrimeStatistics - to provide the public
with open and unfiltered information on crime rates in their suburb as a way of
influencing perceptions of crime.
Our new online crime statistics offer the community direct access to
uncensored data for various crime types with the capacity to draw comparisons
between suburbs and trends over time. The online tool includes a new crime
mapping format using Google Earth as a base platform to enhance the usability
and the visual presentation of crime rates in the ACT.
It is well known that information provided to the public via the media has a
significant influence on community perceptions of crime. Unfortunately, the
stories generally deemed by the media to be ‘newsworthy’ more often relate to
violence, crime and catastrophe rather than to news of decreases in crime and
general safety messages.
By increasing the accessibility of crime statistics to the ACT community
through a single communication source, we anticipate that CrimeStatistics -
along with an integrated approach to our future media and communication
strategies - will improve community engagement and influence community attitudes
in relation to crime. CrimeStatistics will enable members of the public to
identify and monitor crime rates for specific offence types themselves. This,
combined with media releases featuring certain trends, should help to highlight
the inconsistency between people’s perceptions of certain crimes and the actual
incidence of these crimes. For example, the statistics will show that people’s
fear of increasing incidences of housebreakings and motor vehicle theft are
unfounded, as these crimes have actually decreased in number.
Measure 5 - Percentage of persons who are concerned about becoming a victim
of physical assault in a public place (excluding sexual assault) in the next 12
months
Our target for this measure was the national average of 34.7 per cent (or
less). We achieved this comfortably, with 28.6 per cent of people in the ACT
concerned about being a victim of physical assault in a public place (excluding
sexual assault) in the next 12 months.
Measure 6 - Percentage of persons who are concerned about becoming a victim
of sexual assault in the next 12 months
Our target for this measure was the national average of 11.5 per cent (or
less). In the ACT 8.8 per cent of people were concerned about becoming the
victim of sexual assault in the next 12 months.
During 2011-12 the number of sexual offences reported to ACT Policing
increased by 9.6 per cent compared with the previous reporting period. We
continue to encourage victims of sexual assault and other sex-related offences
to report those incidents, regardless of when they occurred. We often find that
we record several historical sexual assault cases each reporting period. Sexual
offences are generally under-reported nationally.
Measure 7 - Percentage of persons who are concerned about becoming a victim
of housebreaking in the next 12 months
Our target for this measure was the national average or less. The national
average for this reporting period was 54.7 per cent, while the ACT result was
59.5 per cent.
The result of this measure emphasises a continued perception issue, the
causes of which are repeatedly difficult to identify. Compared with the previous
reporting period, the rate of residential burglaries in the ACT has decreased
significantly - by 28.3 per cent (or 714 offences) - demonstrating the
inconsistency between the rate of recorded crime and the perception of crime in
the community.
It is important to note that the 1805 residential burglary offences reported
during this reporting period was the lowest rate of housebreakings recorded in
the ACT for more than a decade. This is demonstrated in Figure
A.9.6 which illustrates a downward trend in residential burglary
offences.
We continue to identify new ways to promote community awareness of home
security to reduce the threat of housebreakings. In November 2011 we partnered
with Bunnings and conducted ‘break and enter target hardening’ workshops to
educate the community about how to protect their homes against burglaries ahead
of the Christmas holiday season. These workshops took place at Bunnings
Warehouse outlets across the ACT on Saturday and Sunday, allowing us to give
local residents information and practical advice on how to best safeguard their
homes. As part of the workshops, ACT Policing and Bunnings handed out more than
3000 tote bags filled with light timers, our Home and Personal Safety Guide and
Bunnings brochures on how to install garden lights, deadbolt locks and screen
doors.
Another initiative we undertook to improve community perceptions of
housebreakings is communicating our success by publicising the number of
arrests, charges and successful prosecutions. Our patrols also continued to
integrate regional initiatives locally and take ownership of targeting high-risk
offenders through intelligence-led initiatives and high-visibility policing.
While these are positive initiatives, as they can result in the community
improving security, they can inadvertently increase concern of becoming a
victim. This is a common response to proactive police publicity on specific
crime issues.
Figure A.9.6 - Residential burglary
offences reported to ACT Policing 2001-02 to 2011-12
Source: PROMIS at 2 July 2012
Measure 8 - Percentage of persons who are concerned about becoming a victim
of motor vehicle theft in the next 12 months
Our target for this measure was the national average or less. We did not meet
this measure, recording 44.6 per cent of people in the ACT concerned about being
a victim of motor vehicle theft compared with 43.8 per cent nationally, narrowly
missing the target by 0.9 per cent.
As with perceptions of housebreaking incidences, the result for the
perception of motor vehicle theft in the ACT is inconsistent with the reported
rate of crime. This is evident from the 10.6 per cent (or 139 offences) decrease
in reported stolen motor vehicle offences compared with the previous reporting
period. Figure A.9.7 shows the declining trend in stolen motor
vehicle offences, illustrating that the results for 2011-12 are the lowest in
more than a decade.
Figure A.9.7 - Stolen motor vehicle
offences reported to ACT Policing 2001-02 to 2011-12
Source: PROMIS at 2 July 2012
Throughout this reporting period we employed several strategies to engage
with the community and improve the public’s perception of the level of motor
vehicle theft. One of our strategies included Project Plate Safe, involving our
members fitting vehicle number plates with secure tamper-proof screws. Following
the success of Project Plate Safe conducted at Westfield Woden in 2010-11, we
delivered this program through Westfield Belconnen. Project Safe Plate was
specifically designed to prevent number plate theft which is often the precursor
to other crime types such as stolen motor vehicles and other property and
traffic-related offences.
Our Suburban Policing Strategy (SPS), too, maintains a strong focus on
visibility, accessibility and engagement with the community. This crime
prevention initiative allows our members to proactively target and address
community concerns of motor vehicle theft by patrolling public places where this
form of crime is likely occur. Proactive patrolling in areas such as public car
parks not only increases our accessibility to the public, it also negates the
opportunistic commission of crime. ACT Policing is currently reviewing the SPS
to make further improvements in how we engage with the community.
During this reporting period we conducted 29 938 SPS-related activities. Of
the total number, 75.2 per cent consisted of visibility activities (proactive
vehicle patrols), 20.5 per cent were accessibility jobs (beat/patrol/bicycle
patrols) and 4.3 per cent were community engagement activities (meetings with
community members and institutions in relation to a specific issue).
Measure 9 - Percentage of persons who feel safe at home alone during the
day
Our target for this measure was the national average or more, which we
achieved. The national average for the financial year was 94.8 per cent, with
the ACT recording 96.4 per cent.
Measure 10 - Percentage of persons who feel safe at home alone after
dark
The target for the percentage of people who feel safe at home alone after
dark was the national average or more. The national average was 87.8 per cent
and we exceeded this target with a figure of 91 per cent.
Figure A.9.8 illustrates that residents of the ACT feel
safer than other Australians in all locations and at all times of the
day.
Police responsiveness
We encourage all members of the public to report criminal incidents to
police. All contact the public has with us is recorded and although not all
reports will result in attendance by our members those reports form part of the
intelligence process that identifies issues and directs the targeting of
patrols.
The coordination of efficient and effective responses to calls for assistance
from members of the community is the responsibility of ACT Policing
Operations.
The allocation of our resources on the frontline continues to be managed in
accordance with the three-level priority response model. This model ensures that
our resources are deployed to the most serious incidents at any given time. The
categories are:
priority one - life-threatening or time-critical situations
priority two - situations where the information provided indicates that
the time is important but not critical
priority three - situations where there is no immediate danger to safety
or property but police attendance or response is needed no later than 48 hours
from the initial contact by the complainant or a time agreed with the
complainant.
Measures 11 to 13 gauge our responsiveness by recording response time to
incidents of each priority type, while measure 14 details the urgency with which
Triple Zero (000) calls are answered. ACT Policing has again exceeded the
targets for all measures relating to the police responsiveness output.
Figure A.9.8 - Feelings of safety by
location and time of day 2011-12
Source: National Survey of Community Satisfaction with
Policing, July 2012
Measure 11 - Response time for priority one incidents
The targeted response time for priority one incidents is 60 per cent or more
within eight minutes and 90 per cent or more within 12 minutes. Both targets
were achieved, with ACT Policing recording response times of a high 85.4 per
cent within eight minutes and 95.8 per cent within 12 minutes.
Measure 12 - Response times for priority two incidents
The target for priority two incidents is 60 per cent within 20 minutes and 95
per cent or more within 30 minutes. We again exceeded this target, recording
response times of 92.9 per cent and 97.6 per cent respectively.
Measure 13 - Response times for priority three incidents
The 2010-11 target for priority three incidents was 90 per cent for police
attendance or response no later than 48 hours from the initial contact by the
complainant - or within a time that is determined in consultation with the
complainant. ACT Policing achieved this target with a high 99.8 per cent.
Measure 14 - Percentage of Triple Zero (000) calls answered on first or
second presentation
The reporting period target for Triple Zero (000) calls that were answered on
first presentation was 90 per cent or more. The target for Triple Zero (000)
calls answered on second presentation was 98 per cent or more. We achieved a
result of 96 per cent for calls answered on first presentation and 99.6 per cent
for calls answered on second presentation.
Public confidence in police
If members of the public are satisfied with their most recent contact with
our members, they are more likely to report other incidents (contributing to the
gathering of intelligence) and assist us in solving crimes in our community.
The NSCSP includes a number of questions that monitor public confidence
levels of police nation-wide. Three of these survey questions are used to
measure confidence and satisfaction with ACT Policing against the national
average (for measures 15-17).
We continue our commitment to providing quality services to the ACT community
with a strong emphasis on community interaction and engagement. These efforts
have been supported by an audience-driven approach to engaging the community at
events catering to the interests of the public. We are aiming to increase the
public’s awareness of community policing efforts through proactive engagement,
as well as through traditional and non-traditional media channels, in support of
our officers on the frontline. In this way, we hope to contribute to a greater
level of community confidence in ACT Policing.
Importantly, along with this measure, we commissioned Grey International and
Colmar Brunton Social Research to undertake research similar to the NSCSP but
based solely in the ACT. More than 1000 members of the Canberra community
participated in quantitative research (telephone interviews) and qualitative
focus groups. Results showed that, overall, Canberrans are very satisfied with
ACT Policing, with our officers considered professional, courteous and
conscientious, generally aligning with the results of the NSCSP.
Measure 15 - Percentage of persons satisfied with their most recent contact
with police services
Our target for this measure was the national average (84.2 per cent) or more.
We were just outside of this target (by 0.7 per cent) with a result of 83.5 per
cent.
The reasons for the most common recent contact with police in the past 12
months were ‘random roadside breath testing operations’ (23.2 per cent),
followed by ‘to report a crime’ (15.5 per cent). The most common reason stated
for those satisfied with their most recent contact was that police officers were
‘fair/professional’ (20.4 per cent). This corresponds with the outstanding KPI
results for measures 16 and 17, regarding police professionalism and police
treating people fairly and equally. The most common reason for dissatisfaction
with policing during this reporting period was that ‘police didn’t do enough,
took no action’ (26.2 per cent).
It is likely that our increasingly proactive policing approach will result in
a larger number of people being dissatisfied with police as a result of having
been subject to more law enforcement. Throughout the reporting period we
participated in various community events to build positive experiences and
relationships in order to influence the community’s confidence in and
satisfaction with us.
One of these events was the Belconnen Police Station open day. In conjunction
with the official opening of the new Belconnen Police Station in March 2012, we
hosted an open day for the new station which allowed the public to see our brand
new policing facility and its state-of-the-art features - a rare glimpse which
included tours of the station and holding cells. The day was hugely successful,
attracting approximately 5000 members from the community, one of the busiest
station public open days on record. The open day included various interactive
displays and demonstrations that gave us the opportunity to directly showcase
our capabilities and give the community information on services we provide to
keep the community safe.
Measure 16 - Percentage of persons who agree that police perform their job
professionally
Our target for this measure was the national average or more. We achieved
this target, with 89.3 per cent of people in the ACT agreeing that we perform
our job professionally compared with 85.1 per cent nationally.
We are proud to say that for this reporting period the ACT recorded the
highest result nationally of people who agreed police performed their job
professionally.
Measure 17 - Percentage of persons who agree that police treat people fairly
and equally
Our target for this measure was the national average (74.6 per cent) or more.
We exceeded this target with 79.6 per cent of people in the ACT agreeing that
police treat people fairly and equally.
Figure A.9.10 shows a comparison of results between the ACT
and the national average relating to community beliefs about police. These
questions focus on the perceived professionalism, fairness and honesty of our
members and the confidence respondents have in them. When compared nationally,
the ACT once again recorded the highest proportion of people who had confidence
in police during this reporting period.
Figure A.9.9 - Satisfaction with police
2011-12
* Proportion of people who have had contact with police
in the last 12 months that were satisfied with that contact
Source: National Survey of Community Satisfaction with
Policing, July 2012
Figure A.9.10 - Community beliefs about
police 2011-12
Source: National Survey of Community Satisfaction with
Policing, July 2012
2. Traffic law enforcement and road safety
[Output 2] … enforcing traffic laws and promoting safer behaviour on ACT
roads with the objective of reducing the number of crash fatalities and injuries
to members of the community.
Working closely with road safety stakeholders and partnering agencies, we
have played a key role in the development of various road safety initiatives to
educate, design and enforce the road rules applicable to the ACT with a strong
focus on reducing trauma. These agencies include the Territory and Municipal
Services Directorate, the Office of Road Safety and the Justice and Community
Safety (JaCS) Directorate.
One of these cross-government initiatives included the ACT Road Safety
Strategy 2011-2020 and the corresponding action plan which was launched by
the ACT Government in November 2011. This inter-agency project was developed
with the aim of reducing road trauma in the ACT by 30 per cent. The design of
the strategy was influenced by the Swedish Government’s ‘Vision Zero’ policy and
structured to complement the National Road Safety Strategy that also
aims to see 30 per cent fewer fatal deaths and serious injuries within the road
transport system nationally.
Our Traffic Operations function provided considerable input into the
development of the ACT Road Safety Strategy 2011-2020 and is primarily
responsible for ensuring action items attributed to ACT Policing are
successfully achieved. We will continue to promote road safety efforts under the
direction of the new action plan with our key responsibility being to maintain
and, if possible, increase the levels of traffic enforcement on ACT roads,
including a focus on anti-social and dangerous driving behaviours.
Also during this reporting period we introduced our full Random Roadside Drug
Testing (RRDT) capability - a key strategy in our road safety efforts that
focuses on removing impaired drivers from our roads. ACT Policing began
implementing RRDT in May 2011 following legislative amendments to the Road
Transport (Alcohol and Drugs) Act 1977. These new amendments allowed
qualified ACT Policing officers to randomly test drivers without the requirement
to suspect a driver of being under the influence of drugs before performing a
drug test.
In direct response to the new RRDT capability, we expanded our road safety
efforts with the introduction of the new Road Safety Operations Team. This new
traffic enforcement team was introduced in February 2012 as an integrated
traffic targeting approach that combines the Recognition and Analysis of Plates
IDentified (RAPID) system and the new RRDT capability. This has created a
multi-pronged roadside operations approach that is an improved way of combatting
and deterring dangerous driving.
The expansion of the RRDT capability through this new traffic enforcement
team has led to an increased number of members (from two to nine) who are
trained to conduct roadside drug tests. At 30 June 2012 the Road Safety
Operations Team had conducted 812 drug tests, with 25 drivers returning
confirmed positive results. It is anticipated that once the Road Safety
Operations Team is fully established, the number of tests conducted for each
reporting period will be 2000 or more.
Measure 18 - Number of road crashes resulting in death per 100 000
population
Our target for this measure was 4.2 or fewer road crashes resulting in death
per 100 000 population. We achieved this measure by recording just 1.4 fatal
road crashes per 100 000 during this reporting period.
There were a total of five road collisions resulting in five deaths in
2011-12. This represents a significant 50 per cent decrease compared with the 10
deaths (from 10 collisions) recorded in 2010-11 - which was also a significant
drop from the results recorded in 2009-10.
Figure A.9.11 - Fatal collisions per 100
000 population 2007-08 to 2011-12
Source: ACT Policing Annual Reports, PROMIS at 21 August
2012,
http://www.infrastructure.gov.au/roads/safety/road_fatality_statistics/fatal_road_crash_database.aspx
as at 2 August 2011 and Regional Population Growth, Australia and New Zealand,
2011 (ABS Cat. no. 3218.0)
Measure 19 - Number of road crashes resulting in injury per 100,000
population
Our target for this measure was 180 or fewer road crashes resulting in injury
per 100 000 population.
We narrowly missed this target (by 0.2 per cent) with the number of road
crashes resulting in injury recorded at 180.2.
Measure 20 - Percentage of persons who self-report driving 10km per hour or
more over the speed limit
Our target for this measure was the national average or less. We did not meet
this target, with 28.9 per cent of ACT drivers more likely to self-report
driving 10km or more over the speed limit compared with the national average of
24.7 per cent.
There were 7935 traffic infringement notices issued for speeding-related
offences in 2011-12, a slight decrease of 1 per cent on the number issued for
speeding (8018) in the previous reporting period.
An additional key strategy of our road safety campaign is to increase driver
awareness of the consequences of dangerous driving, including speeding. Our
display at this year’s ActewAGL Royal Canberra Show used a confronting
re-enactment of a fatal crash scene from 2008 to highlight the harsh reality of
a speed-related fatal collision. More information about our display can be found
at Section B.1 - Community engagement.
Measure 21 - Percentage of persons who self-report driving while not wearing
a seatbelt
Our target for this measure was the national average (2.1 per cent) or less.
We achieved this target in 2011-12 with just 1.1 per cent of people
self-reporting driving while not wearing a seatbelt.
ACT Policing issued 722 traffic infringement notices during the year for
driving while not wearing a seatbelt. This is an increase of 17.8 per cent over
the previous reporting period.
Figure A.9.12 - Motor vehicle collisions
with injury 2007-08 to 2011-12
Source: PROMIS at 2 July 2012
Measure 22 - Percentage of persons who self-report driving while suspecting
they are over the prescribed alcohol limit
Our target for this measure was the national average (2 per cent) or
less. We achieved the target during this reporting period, with 1.3 per cent of
people self-reporting driving while suspecting they are over the
limit.
Removing all impaired drivers from ACT roads remains a strong focus for ACT
Policing. Throughout the reporting period we conducted 91 489 random breath
testing operations in which 1427 drivers were over the prescribed limit of
alcohol, with 1.6 per cent of drivers producing a positive test result. This was
a slight increase over last financial year.
We continued to develop new policing strategies to target drink driving and
repeat offenders. One of these tactics included the strategic targeting of
drink-driving hot spots at peak times and locations. This targeting initiative
is based on information generated from the ‘last place of drink’ question asked
of offenders when they are caught drink-driving. The Road Safety Operations Team
uses this information to identify hot spots on the basis of common places and
times. This strategy enables us to allocate resources to proactively target
drivers under the influence of alcohol.
Measure 23 - Percentage of persons who self-report driving when using a
mobile phone
Our target for this measure was the national average (12.2 per cent) or less.
We achieved this target with a figure of 10.6 per cent.
In 2011-12 we issued 2102 traffic infringement notices to ACT motorists for
driving when using a mobile phone which is 18.6 per cent lower than 2010-11
figures.
Figure A.9.13 - Number of breath tests
by year 2007-08 to 2011-12
[Output 3] … maximising the number of successful prosecutions in court by
providing support to the office of the Director of Public Prosecutions (DPP) and
the courts.
Measure 24 - Percentage of briefs delivered to the DPP within the designated
timeframe
Our target for this measure was to deliver 75 per cent or more of briefs to
the DPP within the designated timeframe. We exceeded the target for this
measure, with 90.6 per cent of briefs delivered to the DPP within the set
timeframe.
This result is an improvement from the previous reporting period where we
delivered 79.9 per cent of briefs to the DPP within the designated
timeframe.
Measure 25 - Percentage of cases finalised by offence proved in court
Our target for this measure was to finalise 80 per cent or more cases. We
achieved this target, with 84.7 per cent of cases finalised by the offence being
proved in court.
Measure 26 - Percentage of cases finalised by a not-guilty verdict or
otherwise withdrawn
Our target for this measure was to finalise 18 per cent or fewer cases with a
not-guilty verdict or otherwise withdrawn. We achieved this target, with 13.5
per cent of cases finalised in these ways.
Measure 27 - Percentage of cases otherwise resolved
Our target for this measure was to ensure 5 per cent or fewer cases were
‘otherwise resolved’, that is, other than by ‘offence proved in court’, or by a
not-guilty verdict, or otherwise withdrawn. This measure relates to incidents
where defendants are found unfit to plea due to mental illness. We achieved our
target, recording 1.8 per cent of cases otherwise resolved.
4. Crime prevention
[Output 4] … reducing and preventing crime through strategies that
incorporate government and community cooperation to address risk factors
associated with criminal behaviour and recidivism and raise awareness of the
community’s role in their own safety and security.
Research shows that neighbourhood problems, incivility or perceived problems,
are commonly linked to perceived levels of crime and general safety. For
example, perception of neighbourhood incivility is an indication that there is a
lack of public order in the area, social controls are diminishing, and police
are unable to deal effectively with neighbourhood problems.
One of the aims of the Suburban Policing Strategy (SPS) is to reduce the fear
of crime in the community. The combined approach of the SPS in employing
increased visibility, foot patrols and engagement with the community has the
potential to reduce crime, anti-social behaviour and concern about crime, and to
increase public confidence in police.
Our SPS approach is supported by a broader outreach and community engagement
approach, and complemented by an open communications platform driven through the
media and online communications.
Measure 28 - Percentage of persons who perceive the following quality of
life issues to be a problem in their neighbourhood
Speeding cars, dangerous or noisy driving
Our target for this measure was the national average (69.9 per cent) or less.
Our result was over the target, with 72.8 per cent of people perceiving speeding
cars, or dangerous or noisy driving as being a problem in their
neighbourhood.
We have continued our commitment to addressing community concerns of
dangerous driving by increasing the public’s awareness of traffic-targeting in
their local neighbourhood. Through the new online crime mapping tool -
CrimeStatistics - the public now has access to information relating to the
number of traffic infringement notices issued by ACT Policing, and the capacity
to draw comparisons between suburbs and periods over time. By increasing the
community’s access to information relating to traffic infringement notices, and
other crime types, we anticipate an improvement in ACT residents’ perception of
quality of life issues by giving them a clearer understanding of traffic
enforcement that is taking place in their local area.
Graffiti/vandalism
Our target for the percentage of people who perceive graffiti/vandalism
to be a problem in their neighbourhood was the national average (47.2 per
cent) or less. The ACT result was 50.6 per cent.
Financial year comparisons show that the number of graffiti offences reported
to ACT Policing has increased by 14.1 per cent since 2010-11, while results for
total property damage offences for this reporting period show a 20.1 per cent
decrease.
Historically, school holiday periods attract higher than normal incidents of
a criminal nature at schools - typically, vandalism in the form of smashed
windows, graffiti and burglary. Our Operation School Safe, which ran during this
reporting period, is designed to reduce the incidence of criminal behaviour and
vandalism occurring at schools during the holiday period. All our general duties
members conducted proactive patrols in and around schools to provide a visible
police presence and prevent or discourage incidents of criminal and anti-social
behaviour.
Louts/gangs
Our target for this measure was the national average (27.4 per cent) or less.
We achieved this target, with 20.9 per cent of people perceiving louts/gangs as
being a problem in their neighbourhood.
Drunken/disorderly behaviour
Our target for this measure was the national average (36.9 per cent) or less.
We achieved this target, with 29.6 per cent of people in the ACT perceiving
drunken/disorderly behaviour as being a problem in their neighbourhood.
Measure 29 - Number of juveniles referred to diversionary programs
Our target for this measure was 55 or more juveniles referred to diversionary
programs (restorative justice). We more than doubled this target, referring 121
young people to a diversionary program.
In partnership with the Restorative Justice Unit, we began a trial to refer
all eligible Aboriginal and Torres Strait Islander (ATSI) young people to
restorative justice. The trial was supported in an effort to reduce the
disproportionate incarceration rate of ATSI youth as well as to align ACT
Policing with the ACT Justice Diversion Blueprint.
This trial was successful, as we recorded twice the number of referrals
compared with the previous reporting period, and a 10 per cent reduction in the
incarceration rate of ATSI people. Findings from the trial also showed that all
people who had participated in a diversionary conference were compliant with the
outcome agreements. Given the success of this trial and the positive impact on
the community, we have undertaken to support this approach for a further 12
months.
Measure 30 - Number of persons referred to community support agencies
Our target for this measure was 5100 or more people referred to community
support agencies. We achieved this target, with 5265 referrals to SupportLink.
Our members use the SupportLink service to provide a crime prevention or
community care approach to issues identified during their duties. The primary
issues addressed were:
victim support (counselling)
general support
mental health (non-crisis)
road trauma support
victim support (court).
Measure 31 - ACT Policing Victim Liaison Officers providing contact with
victims of indictable crime reported to police
Our target for this measure was 75 per cent or more. We achieved this target,
with 84.5 per cent of victims contacted by our Victim Liaison Officers during
the reporting period.
Measure 32 - Number of referrals to drug diversion programs (drug demand
reduction effort)
Our target for this measure was 65 or more referrals to drug diversion
programs. We achieved this target with a high number of people - 169 - diverted
to the Early Intervention and Drug Diversion Program. This is an increase of
59.4 per cent over the previous reporting period.
Table A.9.2 - Number of charges for drug offences by offence
type 2010-11 to 2011-12
Offence type
2010-11
2011-12
% change
Possess and use drugs
426
462
8.5
Deal and supply drugs
49
68
38.8
Manufacture and grow drugs
33
22
-33.3
TOTAL
508
552
8.7
Source: PROMIS at 2 July 2012
A.10 - Triple bottom line
In line with the ACT Government’s commitment to shape the
development of a sustainable ACT, Table A.10.1 outlines our
economic, environmental and social indicators.
Table A.10.1 - Triple Bottom Line report 2010-11 to
2011-12
INDICATOR
2010-11 RESULT
2011-12 RESULT
% CHANGE
ECONOMIC
Employee expenses
Number of staff employed (headcount)
Total employee expenditure
946
$98m
905
$104m
-4.3
+6.1
Operating statement
Total expenditure
Total own source revenue
Total net cost of services
$146.7m
$0.3m
$146.4m
$152.4m
$0.3m
$152.1m
+3.9
Nil
+3.9
Economic viability
Total assets (notional allocation of AFP assets)
Total liabilities (notional allocation of AFP
liabilities)
$32.9m
$29.9m
$36.0m
$37.2m
+9.4
+27.7
ENVIRONMENTAL
Transport
Total number of fleet vehicles
Total transport fuel used
Total direct greenhouse emissions (tonnes of Co2e) of the
fleet
211
Not available
1383
224
Not available
1358
+6.2
Not available
-1.8
Energy use - KwH
Total office energy use
Office energy use per person
Office energy use per m2
6799
7.18
0.26
7197
7.95
0.27
+5.8
+10.7
-3.8
Water consumption
Total water use - kilolitres
Office water use per person
Office water use per m2
15 133
15.99
0.58
13 818
14.45
0.61
+9.5
+1.1
-4.9
Resource efficiency and waste
Total co-mingled office waste per FTE
Total paper recycled
Total paper used (by reams) per FTE
Percentage of paper recycled
No data available
No data available
No data available
SOCIAL
The Diversity of Our Workforce
Women (Female FTEs as a percentage of the total)
People with a disability
Aboriginal and Torres Strait Islander people
Staff with English as a second language
33%
0.4%
1.2%
10.8%
34%
0.6%
1%
6.7%
+3.0
+25
-1.7
-37.9
Staff health and wellbeing
OH&S incident reports
Accepted claims for compensation (as at 30 June 2010)
Staff receiving influenza vaccinations
Workstation assessments requested
218
70
267
18
172
42
287
12
-15.8
-40
+7
-33
SECTION B
consultation and scrutiny reporting
B.1 - COMMUNITY ENGAGEMENT
We expanded our community engagement programs during the
year to further increase our profile and to work collaboratively with community
groups, the general public and, in some instances, partner agencies, to create a
safer and more secure ACT.
The purpose of our community engagement is to encourage positive interaction
between police and members of the community, increase community confidence, and
actively create supportive relationships with a number of stakeholders.
Community engagement programs include educational themes, advisory
programs and those specifically designed for young people and senior members of
the community.
During this reporting period we focused on greater effectiveness through our
interaction with the community, to enable mutually beneficial outcomes.
Community consultations and tools used to engage with the community
Some of the community engagement and consultation programs conducted during
this reporting period are illustrated in Table B.1.1.
Table B.1.1 - Community engagements and consultations
2011-12
Consultation 1
Line area:
ACT Policing Media and Marketing, Specialist Response and Security,
Water Operations, Traffic Operations, ACT Policing recruits, Belconnen
Police Station members, Exhibit Management Centre, Crime Prevention,
Chequered Ribbon Association, AFP Forensics and AFP Recruitment
Project:
Belconnen Police Station open day
Consultation process:
On Saturday 31 March 2012 ACT Policing opened the doors of its new
state-of-the-art Belconnen Police Station to the Canberra community.
Visitors followed a ‘Lizard trail’ map in their tour of the station,
collecting stickers of key items along the way. The lizard theme -
emanating from the station’s renowned Blue Tongue lizards - was prevalent
throughout the open day on stickers, balloons and branded bottles of
water.
Face painting continued the lizard theme. Two of the Blue Tongue
lizards - moved from the old Belconnen Police Station - were also on
public display in a purpose-built terrarium.
A RAPID car and police bikes were on display as part of the Traffic
Operations. The day was also supported by our Crime Prevention team and
the Exhibit Management Centre along with the Chequered Ribbon Association,
Crime Stoppers, Neighbourhood Watch, ACT Fire and Rescue and the ACT Rural
Fire Service.
The AFP’s Forensics team were again one of the most popular
attractions, with the crowds fascinated by the finger-printing techniques
and other technologies on display.
Visitors were able to have their photo taken in a police line-up and
take a first-hand look at our Operational Safety Training and canine
demonstrations.
Constable Kenny Koala’s ‘Kids Corner’ provided children with an
opportunity to learn about personal safety and, as always, was a hit with
the kids, as was the Volunteers in Policing barbeque.
Groups/individuals consulted:
Members of the Canberra community, especially families with young
children
Approximate number consulted:
Approximately 5000 members of the Canberra community attended the open
day
Outcome:
Anecdotal feedback was very positive. Members of the Canberra community
participated in a variety of activities.
Consultation 2
Line area:
ACT Policing’s Crime Prevention, General Duties, and Media and
Marketing
Project:
Skyfire 2012
Consultation process:
Skyfire 2012 was held on Saturday 17 March 2012. The event gave us the
opportunity to actively engage with the Canberra community, especially
some of our hard-to-reach and high-risk audiences - teenagers and young
adults.
Crowds at Skyfire traditionally consist of teenagers, young adults and
family groups. Skyfire is one of the few all-age events in the ACT where
alcohol is permitted.
The large number of young people attending Skyfire makes it an ideal
opportunity to promote targeted crime prevention messaging around young
people and binge drinking.
Our integrated approach in 2012 included sponsorship and a social
media campaign supported by traditional media, and community engagement
that included on-the-ground activity and partnership with Directions
ACT.
Our campaign efforts had a strong focus on targeting under-age drinking
and alcohol-related offences in the lead-up to the event.
Community engagement at the event aimed to provide teenagers and young
adults with a positive and voluntary interaction with police.
An education display was made up of a marquee, a video display playing
the campaign video, a table with brochures, and free merchandise including
wrist bands, glow sticks and campaign-branded bottles of water.
Groups/individuals consulted:
Families and young people
Approximate number consulted:
Approximately 150 000 people attended Skyfire 2012
Outcome:
Preventative messages about police visibility and a no-tolerance
approach to anti-social behaviour were driven through ACT media channels
leading up to the event. Parents were also advised to be aware of where
their teenagers were on the night of Skyfire.
Our partnership with Directions ACT ensured the issues of law
enforcement and the health impacts of under-age and binge drinking were
addressed.
Opinions expressed by members of the public were generally very
positive. The ‘galah’ campaign, in particular, stimulated debate around
the issue of under-age and binge drinking among young people, and featured
on national news as a result.
There was a 60 per cent decrease from 2011 in the number of teens taken
into custody for intoxication at Skyfire 2012.
Consultation 3
Line area:
ACT Policing Media and Marketing
Project:
2012 ActewAGL Royal Canberra Show
Consultation process (tools used):
The 2012 ActewAGL Royal Canberra Show was held at Exhibition Park in
Canberra from 24 to 26 February 2012.
The objective of the 2012 ACT Policing display was to increase
awareness and understanding of our community policing efforts, influence
perceptions of crime, and increase confidence in police through
interaction and engagement.
Our display at the show was interactive and relevant to members of the
public, focusing on drink- and drug- driving, child safety and internet
safety.
The consequence of driving while under the influence of alcohol or
drugs (and speeding) was demonstrated with a confronting collision scene
set up as a re-enactment of a fatal collision in 2008 in which one young
man died, two young men suffered life-changing injuries and the driver was
imprisoned.
Darkness, flashing police lights, simulated leaking fuel from the
vehicle, an audio of the ongoing radio dialogue between police at the
scene and ACT Policing Operations as well as an interview with the mother
of the victim all contributed to the reality of the re-creation. Dummies
demonstrating where the individuals were found after the crash were a
chilling reminder of the possible consequences of drink driving.
Our new online interactive crime maps were launched at the show by the
Minister for Police and Emergency Services, Simon Corbell. Attendees were
able to use touch screens to find out the crime statistics in their
neighbourhood and see which crime type was most prevalent.
Manoeuvring a radio controlled car around a suburban road while
experiencing the effects of being under the influence of alcohol or drugs
by wearing our ‘drunk goggles’ seemed to really hit home to many people
who tried them.
Constable Kenny Koala was available for photos and to talk to people
about his child safety messages. His display also included interactive
badge-making. Children were able to join the Constable Kenny Koala Star
Club during the show.
The AFP’s High Tech Crime Operations focused on the global initiative,
ThinkUKnow, which aims to educate kids, carers and parents on the dangers
and benefits of the online world.
Police vehicles on display included a RAPID vehicle and a police
motorcycle.
Groups/individuals consulted:
Members of the public, especially the Canberra community, families and
children
Approximate number consulted:
More than 100 000 people attended the event over the course of the
three days
Outcome:
The ACT Policing display was a very popular section of the Leisure and
Lifestyle Centre (in the Budawang Pavilion).
Feedback from members of the public, particularly via social media, was
very positive and participation in all activities was high. Many mentioned
they found the crash scene confronting and a reminder of the dangers.
ACT Policing won the 2012 ActewAGL Royal Canberra Show Indoor Grand
Champion Display Award for the display.
Approximately 570 children joined the Constable Kenny Koala Star Club
at the show.
Consultation 4
Line area:
ACT Policing Media and Marketing, Crime Prevention
Project:
2012 National Multicultural Festival
Consultation process:
The 2012 National Multicultural Festival was held from 9 to 11 February
2012. The festival is an annual celebration led by Canberra’s
multicultural community. The 2012 festival again focused on the spirit of
community engagement by celebrating Canberra’s cultural diversity and
sharing of traditions.
ACT Policing continued its sponsorship of the National Multicultural
Festival through an interactive stand situated just outside the Canberra
Centre.
Our stall was made up of a Traffic Operations motorcycle, a police
photo board and a drug-driving display.
The AFP’s National Missing Persons Coordination Centre and ACT
Policing’s Missing Persons Unit were part of the display, providing
merchandise and information brochures in a number of different
languages.
Groups/individuals consulted:
The ACT and Canberra’s multicultural community
Approximate number consulted:
More than 260 000 attended the festival over the course of the
weekend
Outcome:
The presence of ACT Policing at this year’s festival enabled us to
actively engage with Canberra’s multicultural community - an audience that
can be hard to reach.
This year our approach focused on current and topical law and order
issues affecting the multicultural community. The new drug testing laws
and the introduction of head-covering legislation were two key
themes.
Consultation 5
Line area:
ACT Policing, Media and Marketing
Project:
White Ribbon Day
Consultation process:
On 19 November 2011 we once again launched our successful Men in
Uniform stalls in support of White Ribbon Day. This event is recognised as
a call-to-action for the community to join together and take an active
stand in condemning violence against women.
We expanded our reach through our stalls during this reporting period
to incorporate the five major shopping centres in addition to the three
Bunnings stores in Canberra.
Representatives from several organisations joined ACT Policing officers
on the Men in Uniform stalls to raise funds in support of the elimination
of violence against women. Other organisations represented included the
ACT Fire Brigade, ACT Ambulance, State Emergency Services, the Rural Fire
Service, the Australian Defence Force (a new addition), the Canberra
Raiders and the Brumbies.
The stalls sold White Ribbon Day merchandise and provided information
about the issue, and representatives were inundated with support from
people wanting to undertake ‘the oath’. It was considered to be an
outstanding result and showed that the community is genuinely supportive
of this campaign. More than $20 000 was raised, a significant increase
from $8 000 in the previous reporting period.
The stalls were attended by a number of ACT Policing members, including
our Deputy Chief Police Officers Bruce Hill and David McLean, both White
Ribbon Day Ambassadors.
Groups/individuals consulted:
Unknown
Approximate number consulted:
Unknown
Outcome:
More than $20 000 was raised for White Ribbon Day in 2011 through the
Men in Uniform stalls.
Consultation 6
Line area:
ACT Policing
Project:
Special Kids Christmas Party 2011
Consultation process:
The aim of the Special Kids Christmas Party is to give more than 1600
children a day to remember. The children may be terminally ill,
intellectually impaired, physically impaired, underprivileged or full-time
carers of sick parents.
Siblings of the special needs kids also attend from all parts of the
Canberra region.
Groups/individuals consulted:
Special needs children, members of the ACT community
Approximate number consulted:
More than 1600 special needs children and family members and carers
Outcome:
Members from throughout the AFP participated in the event, bringing
smiles to the faces of hundreds of children.
(ACT Policing was again a sponsor of the event.)
Consultation 7
Line area:
Media and Marketing, Crime Prevention
Project:
Bunnings home safety promotion
Consultation process:
ACT Policing partnered with Bunnings Warehouse in a home safety
promotion at its stores in Belconnen, Tuggeranong and Fyshwick for the
first time during this reporting period.
Two general duties members - located at each store - provided home
safety presentations and engaged with members of the Canberra community.
Show-bags with 24-hour timers, brochures and other information was
provided on home safety. Demonstrations were also delivered by experienced
Bunnings’ representatives.
Groups/individuals consulted:
General public
Approximate number consulted:
Around 3000 show-bags were given out at the three Bunnings Warehouse
locations.
Outcome:
Those members of the community who attended the Bunnings home safety
presentations and engaged with ACT Policing members appeared to be very
receptive to the home safety tips provided.
Consultation 8
Line area:
Crime Prevention
Project:
Canberra Retirement and Lifestyle Expo 2012
Consultation process:
A display was set up at the Canberra Retirement and Lifestyle Expo - a
three-day event where businesses, organisations and government agencies
provide information, products and services to our community’s older
demographic.
Our Seniors Liaison Officers and our VIPs actively engaged with members
of the community who are retired, or soon to be retired, providing them
with information about our services and crime prevention.
Groups/individuals consulted:
Members of the community who are retired or soon to be
retired
Approximate number consulted:
Approximately 14 000 people attended the expo
Outcome:
The Canberra Retirement and Lifestyle Expo 2012 enabled our Seniors
Liaison Officers to promote the prevention of crime information to a large
number of retired or soon-to-be-retired members of the ACT
community.
Consultation 9
Line area:
Crime Prevention
Project:
ACT Seniors Week
Consultation process:
We supported ACT Seniors Week in March 2012, attending the Chief
Minister’s breakfast and running a stall at the Kingston Bus Depot
markets.
Groups/individuals consulted:
Members of Canberra’s senior community
Approximate number consulted:
Approximately 1500 people attended ACT Seniors Week activities
Outcome:
ACT Seniors Week gave our Seniors Liaison Officers access to a seniors
audience and provided them with information on crime prevention and
personal safety.
Consultation 10
Line area:
Crime Prevention
Project:
Harmony Day 2012
Consultation process:
Our Multicultural Liaison Officers - in conjunction with Migrant and
Refugee Settlement Services and the Police and Community Youth Club (PCYC)
- facilitated a basketball and futsal event on Harmony Day.
Harmony Day is a celebration of cultural diversity and of the way that
Australians are unique but have many things in common. It is also the
United Nations International Day for the Elimination of Racial
Discrimination.
The theme for Harmony Day in 2012 was ‘everyone belongs’, promoting the
message that all Australians are a welcome part of our country, regardless
of their background.
The basketball and futsal events were attended by the Federal Member
for Fraser, Andrew Leighs, members of the multicultural community and our
officers.
Groups/individuals consulted:
ACT multicultural community
Approximate number consulted:
Approximately 200 people attended
Outcome:
ACT Policing members were able to engage with members of the
multicultural community. The AFP provided a team to play with the
attendees of the basketball and futsal event.
This interaction ensured our continued engagement with Canberra’s
multicultural community.
Consultation 11
Line area:
Crime Prevention
Project:
National Youth Week
Consultation process:
Members of our Aboriginal and Torres Strait Islander (ATSI) Community
Engagement Team went to Jervis Bay/Wreck Bay from 19 to 22 April 2012 as
part of National Youth Week activities in partnership with the PCYC and
the Housing and Community Services Directorate.
Our Youth Liaison Team also attended the annual Youth Week Expo in
Garema Place featuring young performers, artists and musicians. The team
also participated in the Bimberi Expo which gave young people at Bimberi
Youth Justice Centre an opportunity to establish further contacts with
services and workers in the community.
Groups/individuals consulted:
The team engaged with community members from the Wreck Bay ATSI
community, covering a broad range of ages and educational
backgrounds.
Approximate number consulted:
Approximately 100 people were consulted as part of our activities
Outcome:
Participation in National Youth Week strengthens and improves the
relationships between the police, ATSI communities and other service
providers. It also engenders an understanding of current and emerging
issues which will ensure there is an increased trust between police and
these communities.
Our Youth Liaison Team provided information about how they can help
young people, and services that young people can be referred to for
assistance.
Consultation 12
Line area:
Crime Prevention
Project:
NAIDOC Week
Consultation process:
In July 2011 we participated in a number of NAIDOC Week activities and
events, including the official flag-raising ceremony at AFP headquarters
in Barton and the NAIDOC touch football competition.
We also continued our funding of the NAIDOC Week Family Fun Day which
was held at Boomanulla Oval, Narrabundah.
NAIDOC stands for National Aborigines and Islanders Day
Observance Committee. It is a celebration of ATSI cultures and an
opportunity to recognise the contributions of Indigenous Australians in
various fields. Activities take place across the nation during NAIDOC
Week.
Groups/individuals consulted:
Members of the ATSI community and key partners
Approximate number consulted:
Approximately 500 ATSI members of the community attended this
event
Outcome:
ACT Policing has been supporting NAIDOC Week for more than 10 years as
part of our community engagement and Crime Prevention activities and to
help build strong relationships between police and the ATSI
community.
Consultation 13
Line area:
Traffic Operations
Project:
Road Ready
Consultation process:
Our Road Ready program aims to educate ACT secondary/high school
students on road safety, including how collisions occur and the importance
of safe driving behaviours.
At these educational sessions, a presentation was delivered called
‘Real decisions, real consequences’ on decision-making and the
consequences of poor decisions while driving a vehicle.
The presentation is delivered in conjunction with the Australian
Defence Force Academy crash car - a car involved in a serious collision
and death as a result of intoxicated driving.
Groups/individuals consulted:
Members of Traffic Operations attended various secondary schools across
the ACT
Approximate number consulted:
Unknown
Outcome:
ACT Policing is liaising with other emergency services to divide
schools into zones to ensure all schools receive the same presentation,
with consistent messaging. The presentations were received positively.
Thousands
of Canberrans seized the opportunity to take a ‘behind the scenes’ look at the
new Belconnen Police StationThe
confronting fatal collision re-enacted as part of ACT Policing’s display at the
ActewAGL Royal Canberra Show
In addition to these direct engagement activities, we indirectly engage with
all elements of our community through our operational support of a number of
major events, including Foreshore, the Australia Day Live concert, Summernats,
Celebrate in the Park, and the Melbourne Cup.
Constable Kenny Koala
Our Constable Kenny Koala Program continued to educate school-aged children
on five main safety themes:
traffic and road safety
protective behaviours
cyber safety
littering and community care
decision-making and consequences.
Leading Constable Kenny Koala attended a number of community events and
visited 1022 classrooms, speaking with 18 307 students during this reporting
period.
Constable Kenny Koala has been a Canberra institution for more than 30 years.
Constable Kenny Koala is a community personality within the ACT and is ACT
Policing’s educator on safety messages for primary school-aged children.
Also during this reporting period Constable Kenny Koala launched his new
AVIS-sponsored car at The Canberra Hospital with Garran Primary School.
Deputy Chief Police Officer Bruce Hill - together with the AVIS Regional
Manager - launched the new vehicle on Day for Daniel (Morecombe), which was 28
October 2011. This new vehicle will ensure Constable Kenny Koala will be able to
continue to visit many schools and keep making children feel and be safe.
The launch of the new vehicle provided an opportunity for Constable Kenny
Koala to meet children who were in hospital and also the neighbouring Garran
Primary School. This was the first time Constable Kenny Koala visited the
special children’s ward in The Canberra Hospital.
Online engagement - CrimeStatistics
ACT Policing’s new interactive crime maps were launched at the ActewAGL Royal
Canberra Show.
Crime maps were redeveloped to support the revised patrol zones, influence
media reporting and meet community expectations.
In April 2011 we undertook an external website survey to identify
opportunities to enhance our online services. Crime maps were a particular focus
of this survey, being one of the top five most popular features on our website
at police.act.gov.au.
The former interactive online maps provided statistics for that month only,
at a broader zone level (i.e. Belconnen, Tuggeranong, Woden etc). The community
survey told us they wanted to know what was happening in their suburb and not
just for that month. They wanted to be able to make their own comparisons over
time, to see for themselves whether crime was really on the decline.
The inability to view the maps on smart phones or iPads was also identified
as an issue.
Key features of the new interactive Crime Maps - CrimeStatistics - include an
increase in the crime types reported (including homicide and traffic offences),
the ability to search statistics by suburb and postcode as well as crime type,
and the ability to view trends over time.
The user-friendly maps provide a community engagement platform to improve
perceptions and fears of crime and our related key performance indicators.
Suburban Policing Strategy
The Suburban Policing Strategy (SPS) is a neighbourhood policing strategy
that incorporates the allocation of proactive police patrols to defined areas to
ACT Policing patrols.
During this reporting period we undertook 29 938 SPS-related community
consultation activities, of which 75.2 per cent were high visibility jobs
(proactive vehicle patrols), 20.5 per cent were accessibility jobs
(beat/foot/bicycle patrols) and 4.3 per cent were engagement jobs such as
speaking with school principals or business owners about specific areas’
issues.
B.2 - INTERNAL AND EXTERNAL SCRUTINY
ACT Policing is the community policing arm of the AFP, so
effectively the delivery of policing services is provided by the AFP, within the
parameters of the Australian Federal Police Act 1979. ACT
Policing is privy to both ACT and Commonwealth scrutiny matters.
The following significant developments were recorded by ACT Policing during
this reporting period.
Table B.2.1 - ACT Policing internal and external scrutiny
2011-12
Significant development 1
Name of agency:
ACT Ombudsman
Nature of inquiry/report title:
Inspection of records held by ACT Policing pursuant to the Crimes
(Surveillance Devices) Act 2010 (ACT)
Recommendations/outcome of inquiry:
Two recommendations were made as a way forward to best practice:
ACT Policing should ensure that
all members who are using surveillance devices are required to record
the time that devices are used on relevant action sheets.
Use of surveillance devices must
be in accordance with warrant conditions.
Response to the outcome of inquiry:
The recommendations have been addressed with the introduction of
‘action sheets’ that the Police Protection Team and any other member who
is involved in the use of surveillance devices must complete every time a
device is activated and de-activated. Action sheets were implemented
during this reporting period.
In accordance with the findings of the Ombudsman, ACT Policing accepts
the conclusion the Ombudsman has reached regarding the need for greater
specificity in surveillance device warrant conditions.
Significant development 2
Name of agency:
ACT Ombudsman
Nature of inquiry/report title:
Inspection of records held by ACT Policing pursuant to the Crimes
(Controlled Operations) Act 2008 (ACT).
Recommendations/outcome of inquiry:
A report was prepared by the ACT Ombudsman with the following
recommendations.
Recommendation 1: Disclosure of
all earlier applications in relation to the same operation/criminal
activity
In accordance with s. 9(4)(b) of the Crimes (Controlled Operations)
Act 2008, ACT Policing should ensure that all applications state
whether the proposed operation, or any other controlled operation in
relation to the same criminal activity, has been the subject of any
earlier applications for authorities or amendments of authorities.
Recommendation 2: Issue 4.2.1
notifying participants of amendments to authorities
The ability to ascertain whether participants of a controlled operation
were notified of a standard amendment of authority within 48 hours after
the day the amendment was granted - s. 13 (13).
Recommendations/outcome of inquiry (continued):
Recommendation 3: Issue 4.4
inconsistent record keeping regarding the time and date the authorised
conduct ceased
This appeared to have been human error in reporting and record keeping,
and has since been rectified.
Recommendation 4: Issue 4.6.1
General Register
The General Register did not contain information required under ss.
30(2)(c)(iii) and 30 (2)(a)(i) of the Act. This has been
rectified.
Response to the outcome of inquiry:
We now check against the General Register for any previous applications
relating to the same operation or criminal activity to ensure they are
mentioned in the application.
This issue of ascertaining whether participants of a controlled
operation were notified of a standard amendment of authority within 48
hours after the day the amendment was granted - s13 (13) - has been
rectified by introducing a Principal Law Enforcement Officer
acknowledgment form.
The scope of the General Register has been broadened to ensure that, in
future, there is a record of the date of application for an amendment of
authority and the name, and rank or position, of the person who granted
the amendment of authority.
Significant development 3
Name of agency:
AFP internal audit
Nature of inquiry/report title:
Exhibit Management Centre (EMC) property audit
A review of the AFP’s management of property and exhibits was
undertaken during this reporting period as part of the Internal Audit
Program.
The correct custody and management of property and exhibits is crucial
to the establishment of a brief of evidence, which directly supports our
ability to conduct and pursue investigations and obtain convictions.
The process for correct management and handling of property and
exhibits is detailed in the National Guideline on Property and
Exhibits. This is the primary governance document, designed to help
employees meet their responsibilities and ensure correct practice. In
2009, the national guideline was updated to include revised and improved
procedures for staff working with property and exhibits. A working group
has been established to review the guideline in response to audit findings
at State offices.
This review is part of a series of reviews providing assurance around
the management of property and exhibits at various AFP
locations.
Recommendations/outcome of inquiry:
The audit resulted in 12 recommendations. Two of these were considered
to have significant risks associated with them (findings 10 and 12) and
eight were considered to be medium risk (findings 1, 2, 4, 5, 6, 7, 8, and
9).
Recommendation 1
As the EMC has now been operating for 12 months, a security risk
assessment of the storage, access and physical security arrangements
should be undertaken. The assessment should include a review of
arrangements for storage of all exhibit types to inform the development of
the new national guideline.
Recommendation 2
Establish a manual register for the ‘B-class’ drug safe that records
the names of individuals who access the safe.
Recommendation 3
Identify all currency items that are not recorded against an
appropriate location in the Police Real-time Online Management Information
System (PROMIS) and either move them to an appropriate location or rectify
the PROMIS record. This should become an ongoing process.
Recommendation 4
In conjunction with the relevant case officer, review the invalid
totals currency report extracted from operational reporting and ask the
case officers to correct any outstanding ‘invalid total’ errors against
currency seizures recorded in PROMIS.
Recommendations/outcome of inquiry (continued):
Recommendation 5
PROMIS recording practices should be examined to determine if
more detailed recording, particularly of sub-items, is
required.
Recommendation 6
EMC should either produce reports as required by the national guideline
or determine what reporting is appropriate for ACT Policing and apply for
an exemption or amendment to the guideline.
Recommendation 7
ACT Policing should review the current treatment of drug
wrappings received from ACT Government Analytical
Laboratory.
Recommendation 8
A review should be undertaken of the appropriateness of storing
urine/blood samples at the EMC, and the need for a back-up power
supply.
Recommendation 9
ACT Policing should continue to follow up on items with no location,
update PROMIS with correct locations for those items that are found, and
determine the best course of action for items that are not found.
Recommendation 10
Stocktakes should be conducted and the outcomes reported in accordance
with the national guideline. If this cannot be done, this should be
discussed with the Coordinator Investigations Support Services.
Recommendation 11
Investigate the options for a barcode scanning capability to
effectively and efficiently conduct stocktakes at the EMC.
Recommendation 12
Ensure key identifiers (item number and item description)
are visible on the external packaging of the item to enable
identification.
Response to the outcome of inquiry:
The EMC operates in an environment of continuous improvement, striving
towards industry best practice. ACT Policing has accepted the findings and
is working towards incorporating the recommendations into routine business
practice. At 30 June 2012, eight of the recommendations were completed
with the remainder scheduled for completion by the end of 2012.
Recommendation 1 - In progress
A security assessment has been booked for EMC.
Recommendation 2 - Complete
A manual register has been in existence since the commencement of EMC.
The register will continue to be maintained.
Recommendation 3 - Complete
New PROMIS locations have been created, and items have been identified
and recorded against correct locations within the valuables vault.
Recommendation 4 - In progress
The AFP Operations Coordination Centre (AOCC) will review the current
currency report and produce an exception report to identify errors. Case
officers will be emailed details of cases for amendments.
Recommendation 5 - Complete
The AOCC and EMC have examined current recording practices. Future
property and exhibits training programs and aide memoires will reinforce
correct PROMIS recording processes and procedures.
Recommendation 6 - Complete
The officer-in-charge (OIC) of the EMC has consulted with the
Coordinator Investigations Support Services (CISS). CISS advised that
current reporting is adequate and an exemption from prescriptive broader
AFP reporting has been provided until the release of the national
guideline. The new guideline will provide a minimum standard reporting
regime for all offices, along with flexible information requirements for
the manager and Operations Committee.
Response to the outcome of inquiry (continued):
Recommendation 7 - Complete
Current processes have been reviewed and approved by the OIC EMC and
CISS. EMC will develop a local registry procedure and ensure EMC staff are
aware of processes for handling and recording drug wraps.
Recommendation 8 - In progress
A review has been conducted by EMC of all current blood/urine samples
and cross-matched with PROMIS records. A local registry procedure has been
documented.
The requirement for a back-up power supply was documented in the
original plans for the EMC. ACT Policing Finance and Logistics were
contacted to acquire quotes, but this has not yet been done.
OIC EMC to arrange quotes for a back-up generator from suppliers and
provide details to Director Corporate Services for budget
consideration.
Recommendation 9 - Complete
CISS and OIC EMC have discussed this issue and established that the EMC
has been working steadily on correcting historical anomalies with records
and items. The AOCC will temporarily loan a member to the EMC to assist
with reconciliation of items and record cleansing. In conjunction with
stocktakes, this issue will eventually be resolved.
Recommendation 10 - Complete
The revised national guidelines on property and exhibits will result in
each registry developing a stocktake plan rather than trying to meet the
current over-prescriptive schedule in the existing national guidelines.
CISS has provided exemption from current national guidelines stocktake
requirements to move immediately to developing an EMC stocktake plan. The
AOCC will assist with this plan and provide resources to conduct
stocktakes.
Recommendation 11 - Compete
An evaluation of the introduction of barcode scanning for the EMC was
undertaken. The report is to be located and progressed.
The OIC EMC is to locate the report, arrange quotes from suppliers and
provide details to the Director Corporate Services for budget
consideration.
Recommendation 12 - In progress
The OIC EMC and CISS have met and discussed this issue. They agreed
that the NODE barcode containing seizure information is to be recorded on
the front of exhibit bags.
A local registry procedure will be created for approval by the AOCC and
ACT Policing.
Significant development 4
Name of agency:
Australian National Audit Office (ANAO)
Nature of inquiry/report title:
ANAO performance audit - arrangements
for the provision of policing services to the Australian Capital
Territory
The ANAO included in its planned Audit Work Program for 2011 a
performance audit of the arrangements for the provision of policing
services to the ACT.
The objective of this audit is to assess the effectiveness of the AFP’s
management of the delivery of policing services to the ACT. In particular,
the audit will examine whether:
the policing service specified in the Policing Arrangement and the
Purchase Agreement are being delivered (see Appendices
1 and 2)
reporting arrangements are appropriate and complied with
Ministerial Directions are complied with
ACT Policing has effective stakeholder
engagement and relationship management arrangements.
Recommendations/outcome of inquiry:
The audit was ongoing at 30 June 2012.
Response to the outcome of inquiry:
The report is expected to be tabled in January 2013.
Significant development 5
Name of agency:
AFP internal audit (conducted by KPMG)
Nature of inquiry/report title:
ACT Policing management of warrants
The AFP’s Internal Audit area undertook a review of ACT Policing’s
management of warrants as part of the AFP’s 2010-2011 Internal Audit
Annual Plan.
Warrants are highly accountable legal documents. As such, the AFP is
reliant on compliance with internal policies and procedures to ensure
appropriate management and accountability during the processing of a
warrant.
Recommendations/Outcome of inquiry:
Nine recommendations were made. Two of these were considered to have
significant risk associated with them (recommendations 1 and 2) while two
others were considered to be medium risk (recommendations 3 and 4).
Recommendation 1
ACT Policing should modify existing procedures to maintain evidence
that warrants have been handed over to another party and are no longer in
the AFP’s custody.
Recommendation 2
ACT Policing should discuss with AFP Treasury and the ACT Magistrates
Court the purpose of the barcoding of warrants and limitations on their
usefulness in demonstrating the originality of the warrant. Furthermore,
ACT Policing should discuss with the ACT Magistrates Court whether
barcodes could potentially be applied to warrants before being provided to
ACT Policing.
Recommendation 3
ACT Policing’s Practical Guide: Warrants should be updated to
clarify who is responsible for clearing the drop safes of warrant money
and the frequency this should occur; and to reflect the banking
requirements. This should then be communicated to the appropriate
staff.
Recommendation 4
AFP Treasury should implement a process to reconcile the warrants
executed by payment (per PROMIS records) with warrant money collected; and
develop guidance around processes for collecting, banking and accounting
for warrant money in case staff are unavailable.
Recommendation 5
ACT Policing should update and finalise the draft Warrants Registry
- Standard Operating Procedures.
Recommendation 6
ACT Policing should advise all officers to endorse warrants when they
are executed, in accordance with the Practical Guide: Warrants.
Recommendation 7
ACT Policing should update s. 17.4 of the Practical Guide: Warrants
to clarify the situations in which the case officer should be
notified when a warrant has been executed.
Recommendation 8
ACT Policing should enhance existing warrant reporting to include
historical information on the numbers of outstanding warrants and the age
of outstanding warrants. Reporting on outstanding warrants should be used
to support decisions around warrant blitz activities.
Recommendation 9
ACT Policing should implement a process to reconcile the warrants held
in the registry with those recorded by the ACT Magistrates Court as being
provided to ACT Policing.
Response to the outcome of inquiry:
ACT Policing agreed with and implemented the recommendations.
Recommendation 1 - Complete
Judicial Operations have put in place a system where all warrants are
recorded on the property sheet of the person in custody. Under video
recording, members of ACT Corrections are handed the warrant which they
sign and the receipt is filed in the ACT Watch House.
Recommendation 2 - Complete
ACT Policing already barcode all warrants; however, we will hold talks
with the ACT Magistrates Court to determine the feasibility of this
recommendation.
Recommendation 3 - In progress
ACT Policing’s Warrant Registrar is looking to purchase new safes for
each of the stations, solely for the purpose of storing money. ACT Service
and Process will then collect the money from the stations, limiting the
number of people responsible for dealing with it. This will be reflected
in the updated practical guide and information will be sent to ACT
Policing members by way of the Judicial Operations Bulletin.
Recommendation 4 - In progress
This reconciliation is reliant on ACT Policing providing AFP Treasury
with a list of warrants executed by payment (in line with PROMIS records).
Once this report is developed, AFP Treasury can implement this
recommendation.
AFP Treasury guidelines for collecting, banking and accounting for
warrant money has been developed since the audit was conducted.
ACT Policing will establish a regular reconciliation process with AFP
Treasury. ACT Policing has extracted 12 months of data for warrant
payments from PROMIS to ensure it is something we can readily produce and
established that we can repeat the process by whatever dates we wish to
apply. ACT Policing will now liaise with AFP Treasury to establish a
regular reconciliation schedule.
Recommendation 5 - In progress
This document is in progress and should be completed by the ACT
Policing Warrant Registrar in the near future.
Recommendation 6 - In progress
A Judicial Operations Bulletin is to be written addressing this
recommendation.
Recommendation 7 - In progress
To be reviewed.
Recommendation 8 - In progress
To be reviewed.
Recommendation 9 - In progress
ACT Policing currently has a system whereby all warrant holdings are
listed and given to the ACT Magistrates Court. This is dependent on
whether the ACT Magistrates Court confirms these holdings. ACT Policing
will hold talks with the ACT Magistrates Court to determine better
recording processes between both agencies.
B.3 - LEGISLATIVE ASSEMBLY COMMITTEE INQUIRIES AND REPORTS
In March 2012 ACT Policing provided a written submission
to the Standing Committee on Justice and Community Safety inquiry into the
Crimes Legislation Amendment Bill 2011 and theCrimes (Offences Against Police) Amendment Bill 2012. Chief
Police Officer for the ACT Roman Quaedvlieg appeared before the committee during
the public hearing held on 4 April 2012.
The Standing Committee on Justice and Community Safety Inquiry into the
Operation of the Prostitution Act 1992has concluded, and
the committee report was released on 23 February 2012. Chief Police Officer for
the ACT Roman Quaedvlieg had appeared before the committee on 23 March
2011.
B.4 - LEGISLATIVE REPORT
We are a Commonwealth Government agency, so we do
not generally administer ACT legislation. However, we routinely provide
significant input to ACT legislative reforms, as their implementation directly
impacts on our core business of providing law enforcement and community safety
in the ACT.
ACT Policing provides input either in response to amendments proposed through
ACT Government legislative programs, or by instigating change as the result of
operationally identified issues. Our input takes into consideration any parallel
or associated Commonwealth legislation where applicable, identifies potential
enhancements to support effective processes, and supports consistency with other
Australian jurisdictions.
In some instances, particularly where a review is undertaken of a specific
Act (for example, the review of the Prostitution Act 1992), our
contribution may be provided beyond one annual reporting period, as the review
progresses through the various stages to potential legislative amendment.
We also provided input in areas such as policy approval for the introduction
of the R18+ classification category for computer games, and the Diversionary
Framework for Youth Justice and Bimberi Review Implementation Taskforce.
During this reporting period we provided comments and recommendations in
relation to reforms or amendments to a range of legislation that is key to our
core business operations, including the:
Bail Act 1992
Children and Young People Act 2008
Confiscation of Criminal Assets Act 2003
Coroners Act 1997
Corrections Management Act 2007
Crimes Act 1900
Crimes (Child Sex Offenders) Act 2005
Crimes (Protection of Witness Identity) Act 2011
Crimes (Restorative Justice) Act 2004
Crimes (Sentence Administration) Act 2005
Crimes (Surveillance Devices) Act 2010
Emergency Act 2004
Evidence Act 2011
Freedom of Information Act 1989 (Cth)
Human Rights Act 2004
Magistrates Court (Smoking in Cars with Children Infringement Notices)
Regulation 2011
Prostitution Act 1992
Roads and Public Places Act 1937
Road Transport (Alcohol and Drugs) Act 1977
Road Transport (General) 1999
Road Transport (Offences) Regulation 2005
Road Transport (Safety and Traffic Management) Act 2000
Security Industry Act 2003
Smoking in Cars with Children (Prohibition) Act 2011
Working with Vulnerable People (Background Checking) Act
2011.
We continued to provide input into ACT Government strategies, including
the:
ACT Prevention of Violence against Women and Children Strategy
2012-2015 Property Crime Reduction Strategy
Diversionary Framework for Youth Justice
Review of Police (Criminal Investigative) Powers, with legislation
governing the investigative powers of police in the ACT to be drafted.
Additionally, we have contributed to a number of Commonwealth-related
initiatives. While not specific to ACT law, there is potential for these reforms
to impact on our core business. These included:
the National Classification Scheme
a review of the security industry
a review of federal sentencing and offender management laws
the Australian Law Reform Commission’s report, Family Violence - A
National Legal Response
extradition arrangements between Australia and New Zealand
suspended sentences.
SECTION C
legislative and policy based reporting
C.1 - RISK MANAGEMENT AND INTERNAL AUDIT
Risk management
ACT Policing’s Risk Management Plan provides the risk management framework
for our organisation and incorporates ACT Policing’s security and business
continuity plans.
Our risk management processes adhere to the internationally recognised
approach (AS/NZS/ISO 31000:2009) on risk management. We also conform to all AFP
policies and processes that apply to risk management.
Risk management is an essential component of our organisation’s
governance framework and is essential to the AFP and ACT Policing in meeting
strategic objectives and operational outcomes. Risk implications are identified
through a rigorous risk assessment process incorporated into all planning and
management processes, and are integrated into business processes by:
establishing objectives and the risk management context as a standard
element of planning at all levels in the AFP
communicating and consulting about risk management
adopting the most effective risk treatment strategies in planning,
guidance and procedures
monitoring and reviewing risk management processes as part of normal
management reporting and review processes.
ACT Policing maintains a risk register which is aligned with the 2011-12
Purchase Agreement (see Appendix 2) and the 2011-12 Ministerial
Direction (see Appendix 3). The register itemises the risks
impacting on our capabilities, strategic focus areas and our occupational health
and safety obligations. The register is a key planning tool in our functional
business planning processes.
The risk register is reviewed and assessed every six months to ensure that
current risk treatments are effective and to identify new or emerging risks. The
results are reported to the AFP Senior Leadership Group, in which the Chief
Police Officer for the ACT is a member.
The Business Committee was established in 2011 and meets monthly to monitor
and manage risk in ACT Policing. More information about ACT Policing’s Business
Committee can be found at Section C.5 - Internal
accountability.
Internal audit
AFP internal audit arrangements provide the AFP Commissioner with an
independent and objective assurance on the AFP’s risk, control and compliance
framework, and its external accountability responsibilities.
ACT Policing is represented on the AFP Audit Committee by the Chief Police
Officer for the ACT. Audit Committee meetings are held quarterly, or more
frequently if required. The Chief Police Officer attended four of the six
meetings during this reporting period.
Representatives of the Commonwealth Auditor-General’s Financial Statement
Audit and Performance Audit group have a standing invitation to observe and
contribute to all meetings of the Audit Committee.
The Audit Committee operates under a charter approved by the Commissioner,
and is empowered to approve the strategic audit plan and the annual internal
audit program of the AFP. Furthermore, the Audit Committee reviews all completed
internal audit reports in the first instance.
More information on AFP internal audit arrangements can be found in the AFP
Annual Report at afp.gov.au.
C.2 - FRAUD PREVENTION
In an increasingly complex and dynamic operating
environment, it is critical that the AFP maintains the government’s confidence,
and that of national and international law enforcement partners and the broader
community. Central to this confidence, and trust, is the integrity and
professionalism of our members.
We promote a culture of ethical conduct and behaviour, and we treat the
prevention and detection of fraud and corruption seriously. Fraudulent conduct
by AFP members can attract criminal, civil and disciplinary sanctions. The AFP
is committed to managing fraud and corruption risks as part of its everyday
business.
In March 2012 the AFP Commissioner welcomed the Federal Government’s plans to
introduce new legislation to conduct targeted integrity tests on officers
suspected of corruption, as this capability will add to the robust integrity
framework already in place. Under the legislation, the Australian Commission for
Law Enforcement Integrity (ACLEI) and agencies including the AFP will have the
power to conduct targeted integrity testing.
The Integrity Commissioner or the head of the agency will be responsible for
authorising such tests. The Integrity Commissioner will have overall oversight
of the integrity testing system and will be made aware of all integrity tests
being undertaken by our agency. Oversight will also be provided by the
Commonwealth Ombudsman and the Parliamentary Joint Committee on the ACLEI.
Fraud Control and Anti-Corruption Plan
As the community policing arm of the AFP, ACT Policing operates within the
AFP Fraud Control and Anti-Corruption Plan 2011-2013. The plan
addresses the fraud and corruption risks for the AFP and directs the continual
review process of all identified risks, and risk assessments, to identify new
and emerging risks.
The plan provides the framework for the amelioration of fraud and corruption
risk in our organisation and is consistent with the requirements of the
Financial Management Accountability Act 1997 and the Commonwealth Fraud
Control Guidelines 2011. The guidelines require agencies to conduct a fraud
risk assessment at least every two years and update its fraud control,
prevention and anti-corruption plans accordingly. The AFP conducts a formal
review annually and also following any significant organisational change.
The effectiveness of fraud and corruption control in ACT Policing is
continually monitored through environmental scanning and complaint/compliance
analysis, with emphasis on the identification of emerging organisational fraud
and/or trends.
Our executive and business committees too, play an active role in negating
risks of fraud and corruption.
The AFP Fraud Control and Anti-Corruption Plan 2011-2013 compliance
reviews are conducted on an ongoing basis with the results reported to the AFP
Audit Committee every six months. Externally, AFP fraud statistics are reported
annually to the Commonwealth Government Attorney-General’s Department.
Fraud and corruption awareness training is delivered to all new employees and
recruits as part of our new employee orientation and recruit training programs.
Fraud and corruption control and awareness is further promulgated throughout our
organisation through education and leadership programs, performance management
strategies and professional standards training.
There were no allegations of fraud recorded against our members during this
reporting period.
C.3 - PUBLIC INTEREST DISCLOSURE
As a Commonwealth Government agency, the Public
Interest Disclosure Act 1994does not apply toACT Policing. Our public interest disclosure obligations are managed in
accordance with the provisions of the Australian Federal Police Act
1979 in addition to other Commonwealth legislation. Procedures maintained
by the AFP to receive and handle disclosures, however, contain substantial
linkages to s. 4(2) of the Public Interest Disclosure Act 1994.
The professional standards that apply to all AFP appointees, within
Australia, its Territories and overseas, are determined through the following
legislation and governing documents:
Australian Federal Police Act 1979
Australian Federal Police Regulations 1979
Commissioner’s Orders
Commissioner’s Financial Instructions
AFP Core Values
AFP Code of Conduct
Commander’s Orders
national guidelines
practical guidelines
AFP policies.
AFP Professional Standards (PRS) - a dedicated function of the AFP - is the
primary mechanism for maintaining integrity and professional standards in the
AFP. However, allegations of improper or corrupt conduct by our members may,
depending on the severity of the alleged conduct, be investigated by PRS, the
Commonwealth Ombudsman or the Australian Commission for Law Enforcement
Integrity (ACLEI).
How a particular conduct issue is dealt with depends on the category to which
the issue belongs. Sections 40RK and 40RP of the Australian Federal Police
Act 1979deal with the categorisation of such issues, as
described in Table C.3.1.
Table C.3.1: Categories of misconduct
Category
Description of conduct
Category 1
Category 1 conduct is inappropriate conduct that:
relates to minor management matters or customer service matters
reveals a need for improvement in the performance of the AFP
appointee concerned
does not warrant being treated as category 2 or 3
conduct.
Category 2
Category 2 conduct is:
minor misconduct by an AFP appointee
inappropriate conduct that reveals unsatisfactory behaviour by an
AFP appointee
conduct that would otherwise be category 1 conduct
conduct that warrants, because of its repeated nature, being treated
as category 2 conduct
conduct that does not warrant being treated as category 3 conduct.
Category 3
Category 3 conduct is:
serious misconduct by an AFP appointee
conduct that raises the question of whether termination action
should be taken in relation to an AFP appointee
conduct that involves a breach of the criminal law, or serious
neglect of duty, by an AFP appointee
conduct that does not raise a corruption issue.
Category 4
Category 4 conduct relates to corruption issues. A corruption issue
relates to a current or former staff member who:
has, or may have, engaged in corrupt conduct
is, or may be, engaging in corrupt conduct
will, or may at any time in the future, engage in corrupt
conduct.
The AFP administers issues that belong to categories 1 and 2. These issues
are dealt with managerially and may be addressed by training and development
action.
The AFP also investigates category 3 and category 4 (corruption) issues which
are dealt with through more formal investigations and may be addressed by
remedial action, including termination of employment. The investigation may also
give rise to a prosecution for an offence.
More information can be found at Section C.5 - Internal
accountability, and in the AFP’s Annual Report.
AFP Code of Conduct
Fundamental to compliance with the professional standards of the AFP is a
requirement to adhere to the AFP Code of Conduct which requires that an AFP
member must:
act with due care and diligence in the course of AFP duties
act with honesty and propriety in the course of AFP duties
act with fairness, reasonableness, courtesy and respect, and without
discrimination or harassment, in the course of AFP duties
comply, at all times, with all applicable Australian
laws
comply with any lawful direction given by a person who has the authority
to give such direction
disclose, and at all times take reasonable steps to avoid, any conflict of
interest (real or apparent) in connection with their AFP duties or
employment
not make improper use of information obtained directly or indirectly as a
result of AFP duties or employment - or duties, status, power or authority as
an AFP appointee - in order to gain, or seek to gain, a benefit or advantage
for the appointee or for any other person, or for any other improper
purpose
use and manage Commonwealth resources in a proper manner
at all times behave in a way that upholds the good order and discipline of
the AFP
at all times behave in a way that upholds the AFP core values, and the
integrity and good reputation of the AFP
at all times while deployed overseas, behave in a way that upholds the
good reputation of Australia.
Professional standards investigations
PRS is primarily based at AFP headquarters in Canberra and provides
investigative services to ACT Policing.
Within the professional standards tiered model, the PRS investigates category
3 conduct matters and, in consultation with other agencies, may investigate some
corruption matters in support of the ACLEI. Appointees outside of PRS may also
be called on to conduct investigations.
While the Commissioner of the AFP and the Commonwealth Ombudsman may
determine what comprises a category 3 matter, such matters are limited to
conduct that does not raise a corruption issue. Potential outcomes that may be
applied to an AFP appointee for an established category 3 matter include
training and development and remedial action as described in category 2 -
termination action and/or criminal charge(s).
An investigator of a category 3 or corruption matter, in addition to normal
police powers of investigation, may - for the purposes of the investigation -
use certain powers bestowed on such investigators by Part V of the
Australian Federal Police Act 1979. These powers include directing
appointees to give information, produce documents or answer questions, as well
as being able to enter premises occupied by the AFP to inspect certain material.
Commonwealth Ombudsman
While PRS is responsible for resolving complaints about the actions of AFP
members, the Commonwealth Ombudsman has a role in providing independent
oversight of such matters.
If a complainant remains dissatisfied after making a complaint to the AFP,
they can make a complaint/appeal to the Commonwealth Ombudsman under the
Ombudsman Act 1976.
They can complain about the conduct or actions of individual AFP members, or
the policies or procedures of the AFP as an organisation.
Reporting of ACT Policing complaint matters
ACT Policing provides detailed quarterly reports to the ACT Government
covering the following complaint matters:
complaints submitted by category
complaint trends
complaints submitted by source
status of complaints
finalised conduct issues by category
conduct issue trends.
More information can be found at Section C.5 - Internal
accountability.
C.4 - FREEDOM OF INFORMATION
As a Commonwealth Government agency, we operate under the
Freedom of Information Act 1982 and requests for information under the
Act are managed by the AFP’s Freedom of Information team.
As an agency within the terms of the Act, the AFP and therefore ACT Policing,
is subject to requests for access to documents in its possession. An applicant
may request access to, or a copy of, any document held by the AFP. Requests can
include administrative and policy documents or any other documentary
information, including emails, diaries, notebooks or field books related to an
investigation or activity of the AFP.
The AFP’s Government Relations Information Access team falls within the
Government Relations function of the AFP and is responsible for managing and
coordinating requests under the Act. The team is also responsible for:
helping applicants making a valid request for AFP documents and
information under the Act
notifying AFP business areas of requests for documents and information
from their area and assisting with identification of materials falling within
the scope of the request
liaising with line areas to identify whether the release of certain
information or documents is likely to cause harm
making decisions in accordance with the Act.
AFP appointees are required to search for all documents falling within the
scope of a request and provide advice to the Information Access team about
whether the release of the document is likely to:
cause harm from an operational, policy or relationship perspective, and/or
attract adverse media attention or have political implications.
The Freedom of Information Act 1982contains strict
timelines for requests to be finalised and the AFP is committed to meeting these
legislative requirements as an integral part of its business.
Information regarding freedom of information requests received by the AFP
during this reporting period can be found in the AFP’s Annual Report at
afp.gov.au.
Information Publication Scheme
The Freedom of Information Amendment (Reform) Act 2010 places a
responsibility on all Commonwealth agencies to adopt and maintain an Information
Publication Scheme. The scheme places an obligation on agencies to proactively
publish certain categories of information to the public. Details of the
information categories are outlined in ss. 8(2) of the Act.
The reforms recognise there will always be information that should not be
disclosed, such as information contrary to public interest or documents
containing operationally sensitive information. These remain properly exempt
under the Act.
The AFP has published information that must be disclosed under the
Information Publication Scheme on its external website at afp.gov.au. During
this reporting period we achieved targets we set by publishing 34 documents
relating to our operational activity.
In February 2012 we launched CrimeStatistics - interactive online crime maps
at police.act.gov.au - that provide crime statistics by crime type and suburb. A
key catalyst for the development of CrimeStatistics was freedom of information
and the Information Publication Scheme.
CrimeStatistics allow ACT Policing to provide ‘raw’ statistics across
homicide, assault, sexual assault, theft, burglary, robbery, motor vehicle
theft, property damage and other offences, as well as traffic-related incidents,
so that the public has open access to such information with the ability to view
trends over time.
More information about CrimeStatistics can be found at Section A.3 -
Highlights and Section B.1 - Community engagement.
C.5 - INTERNAL ACCOUNTABILITY
The ACT Policing executive comprises the Chief Police
Officer for the ACT (Assistant Commissioner Roman Quaedvlieg), the Deputy Chief
Police Officer - Response (Commander David McLean), the Deputy Chief Police
Officer - Crime (Commander David Pryce) and the Director Corporate Services (Ms
Judith Kendrick).
The Chief Police Officer is subject to the authority of the Commissioner of
the AFP and is responsible to the ACT Minister for Police and Emergency Services
for the delivery of policing services against identified outputs and performance
measures detailed in the annual Purchase Agreement (see Appendix
2). The Chief Police Officer is responsible for the management and
control of operational decisions, financials, personnel and resources deployed
for the purposes of the Policing Arrangement between the Australian and ACT
governments (see Appendix 1).
During the reporting period, members of the executive have fulfilled the
following duties:
Commander David McLean, Deputy Chief Police Officer - Response: the
management of ACT Policing Operations, Traffic Operations, Emergency
Management and Planning, North and South Districts incorporating Belconnen,
City, Gungahlin, Tuggeranong and Woden Police Stations
Commander Bruce Hill (until February 2012) and Commander David Pryce (from
February 2012), Deputy Chief Police Officer - Crime: the management of
Criminal Investigations, ACT Policing Intelligence and Crime Prevention,
Judicial Operations and Specialist Response and Security
Ms Judith Kendrick, Director Corporate Services - the
management of the portfolios that deliver enabling services to support
frontline policing services to the ACT community which includes Ministerial
and Operational Support; Finance and Logistics; Human Resources; and Media and
Marketing.
There are a number of committees that ensure a professional approach to
internal accountability. These committees address governance, performance,
conduct of members and - importantly, for a quality police service -
integrity.
See Figure C.5.1 for ACT Policing’s organisational
structure.
Senior management committees
A revised ACT Policing governance framework was introduced in January 2011.
After 12 months of operation, the framework was re-examined and a number of
small adjustments were made to ensure all decision-making bodies in ACT Policing
were captured within the one framework.
An updated governance framework was issued in June 2012. The structure has
four principal committees whose focus is the management of ACT Policing
business. These are the Executive Committee, the Business Committee, the
Executive Steering Committee and the Operations Committee. Supporting these
committees are six specialist committees, each of which has a particular focus.
These committees are the Complaint Management Team, the Workplace Health and
Safety Committee, the Learning and Development Committee, the Workforce
Management Committee, the Police Pursuit Review Committee and the Taser Review
Committee.
The Taser Review Committee was introduced during this reporting period as
part of the rigorous governance framework developed to equip Tasers to frontline
sergeants in August 2011.
Table C.5.1 - Senior management committees
Committee
Role
Membership
Executive Committee
Reviews and guides ACT Policing’s strategic direction,
including oversight of the 2008-2011 ACT Policing Strategic
Plan, the Fraud Control Plan, the
Risk Management Plan and external governance and
performance agreements, such as the Purchase Agreement
Provides overall vision and guidance for current and future
operations
Assists the Chief Police Officer in meeting obligations by managing
high-level operational and corporate strategies
Determines internal resource allocation and coordination of the
executive in the leadership of ACT Policing
Reviews the political and media landscape
Regularly reviews the financial performance of ACT Policing
and workforce planning
Frequency: Monthly
Chief Police Officer
Deputy Chief Police Officers
Director Corporate Services
Co-opted:
Coordinator - Media and Marketing
Coordinator - Finance and Logistics
Coordinator - Human Resources
Business Committee
Ensures that the appropriate security awareness, in line with AFP
requirements, is embedded within ACT Policing
Ensures that risk management principles are understood and used
within ACT Policing
Monitors the introduction of all new initiatives
Oversees audit reports relating to ACT Policing
Reviews financial compliance and quarterly reports
Reports outcomes to the Executive Committee
Frequency: Fortnightly
Deputy Chief Police Officers
Director Corporate Services
Executive Steering Committee representative
Operations Committee representative
Executive Steering Committee
Develops and implements strategies and business processes to support
the delivery of quality policing services to the ACT
Provides strategic and operational advice to the Executive Committee
and develop strategies for our organisatiion to deliver on business
requirements
Oversights the Operations Committee and provides direction in regard
to activities that complement the strategic direction of our
organisation
Frequency: Fortnightly
All superintendents and coordinators.
Deputy Chief Police Officers or Director Corporate Services
Operations Committee
Prepares submissions on critical issues to be addressed
Examines emerging crime trends
Develops operational strategies and prioritises resources to address
specific crime issues
Prioritises applications for participation in training programs
across our organisation.
Receives and monitors status reports about regional operations
Monitors progress against the Purchase Agreement at a tactical
level
Seeks support from other agencies about prevention, detection and
investigation of specific targets, groups or operations
Addresses issues from the Executive Steering Committee
Frequency: Fortnightly
Officers-in-charge of police stations
Functional Operations Managers
Complaint Management Team
Manages complaints involving members
Determines the category for complaint (see Table
C.5.2)
Assigns investigators and manages timeliness of the
investigations
Determines findings, apply outcomes and finalise matters
Subjects to quality assurance reviews by AFP Professional
Standards
Frequency: As required. Fortnightly updates are prepared for the
Executive Steering Committee and Operations Committee meetings
Officers-in-charge of police stations
Operations Managers for key functions
Workplace Health and Safety Committee
Assesses identified risks within work areas and the organisation as
a whole
Facilitates regular health and safety inspections within each
designated work group
Oversights compliance with the Workplace Health and Safety Act
2011 in each designated work group
Frequency: Monthly
Workplace Health and Safety Manager
Australian Federal Police Association representative
Executive representative
Learning and Development Committee
Ensures a consultative and coordinated approach to the learning and
development needs of the organisation
Monitors that training is conducted and programmed within
budget
Identifies training gaps and develops training programs
Frequency: Twice annually
Senior executive member (reporting directly to the Chief Police
Officer)
Committee members
Workforce Management Committee
Ensures a coordinated and consultative approach to management of ACT
Policing human resources
Frequency: Fortnightly
Coordinator - Human Resources (Chair)
Deputy Chief Police Officers
All superintendents and coordinators
ACT Policing’s Workforce Planner
Police Pursuit Review Committee
Reviews all police pursuit driving incidents
Identifies problems or patterns developing in driver behaviour so
appropriate strategies may be put in place
Identifies any training requirements
Recommends cancellation or suspension of a member’s driving
authority where driver development or assessment is required, regardless
of whether any other action has been instituted
Recommends amendments to the AFP National Guideline: Urgent Duty
Driving and Pursuit Guideline.
Frequency: Quarterly, and immediately after a major incident involving
injuries or property damage
Superintendent Traffic Operations
Superintendent South District
Representatives from Learning and Development and Wellbeing
Services
Reports provided to the Deputy Chief Police Officer -
Response
Taser Review Committee
Reviews all incidents where an electrical incapacitant (Taser) was
used
Determines whether the use of an electrical incapacitant was in
accordance with Commissioner’s Order 3
Initiates remedial or other action deemed appropriate in relation to
the continued safe operation and use of electrical incapacitants
Provides advice to Professional Reporting Standards and the
Operational Safety Committee
Reports quarterly to ACT Policing Executive Steering Committee on
incidents and trends in the use of electrical incapacitants
Frequency: Quarterly, and as soon as practicable following an incident
involving the discharge of an electrical incapacitant
Deputy Chief Police Officer - Response
Superintendent Specialist Response and Security
Superintendent North District
Officers-in-charge of police stations (representatives from both North
and South Districts)
The approach to dealing with breaches of the professional standards of the
AFP places an emphasis on resolving complaints in a modern managerial
environment. This philosophy is complemented by the AFP’s commitment to the
principle of continual learning and development. This approach provides for
the:
categorisation of complaints according to their seriousness
informal resolution of certain types of minor misconduct without resorting
to formal processes
managerial resolution of minor misconduct that is not resolved informally
the investigation of more serious matters by Professional Standards (PRS)
and/or the Australian Commission for Law Enforcement Integrity (ACLEI)
referral.
CRAMS enables initial recording of complaints, automatic categorisation of
complaints according to the seriousness of the breach of professional standards,
and automatic referral to either the appropriate Complaint Management Team (CMT)
or PRS for further action.
PRS administers the CRAMS system and conducts quality assurance reviews of
complaints entered into the system.
The CMT consists of senior members of a functional area who meet regularly to
manage category 1 and 2 conduct issues involving AFP appointees within their
business area. CMTs use CRAMS to manage complaints, assign investigators, review
categorisation of matters, manage timeliness of investigations, review
investigation reports, determine findings, apply outcomes and finalise
matters.
Our CMT representative is Detective Superintendent Criminal Investigations
Brett McCann.
Our professional standards tiered model defines complaint issues in relation
to the seriousness of the breach of professional standards and matters are
allocated to one of four categories. Figure C.5.2 illustrates
how complaint categories are defined.
Figure C.5.2 - Professional standards
tiered model
The types of conduct issues that fall within each of these categories has
been determined through consultation between the AFP Commissioner and the
Commonwealth Ombudsman. However, the category can be changed as more information
about a conduct issue emerges. See Table C.5.2 for a
description of complaint categories.
The AFP Commissioner may determine that no further action be taken in
relation to a complaint about the conduct or practices of an AFP employee under
s. 40TF of the Australian Federal Police Act 1979. Following aresome examples of where this may occur:
investigation or further investigation of the issue is not warranted under
the circumstances
the person giving the information has exercised a right to have the
conduct - or the practice or procedure - reviewed by a court or tribunal
constituted by law and there is no special reason to take further action in
relation to the conduct, practice or procedure
the giving of information is frivolous or vexatious
the information is trivial
the person giving the information did not give the information in good
faith
the person giving the information does not have a sufficient interest in
the issue.
If the complainant does not agree with the decision, an appeal can be lodged
with the Commonwealth Ombudsman.
Table C.5.2 - Complaint categories
Category 1
Category 1 conduct is inappropriate conduct that:
relates to minor management matters or customer service matters
reveals a need for improvement in the performance of the AFP
appointee concerned
conduct of that kind does not warrant being treated as category 2 or
3.
Category 1 includes matters that were incorrectly recorded as
complaints
Category 2
Category 2 conduct is:
minor misconduct by an AFP appointee
inappropriate conduct that reveals unsatisfactory behaviour by an
AFP appointee
conduct that would otherwise be category 1 conduct
conduct that warrants, because of its repeated nature, being treated
as category 2 conduct
conduct of that kind that does not warrant being treated as category
3 conduct.
Potential outcomes for an established category 2 conduct issue involve
remedial action which can include counselling, formal warning and
recording of an adverse finding
Category 3
Category 3 conduct is:
serious misconduct by an AFP appointee
conduct that raises the question of whether termination action
should be taken in relation to an AFP appointee
conduct that involves a breach of the criminal law, or serious
neglect of duty, by an AFP appointee
conduct of that kind that does not raise a corruption
issue.
AFP Professional Standards investigate category 3 complaints
Category 4
Category 4 conduct relates to corruption. A corruption issue relates to
a current or former staff member who:
has, or may have, engaged in corrupt conduct
is, or may be, engaging in corrupt conduct
will, or may at any time in the future, engage in corrupt
conduct.
The ACLEI investigates category 4 complaints
Submitted complaints
The number of complaints decreased during this reporting period compared with
2010-11 when 281 complaints were submitted containing 541 issues. In 2011-12
there were 229 complaints, of which 30 per cent were either self-reported or
were reported by an AFP member.
Of the 768 issues relating to the complaints, there were 84 established
complaints (out of the 359 that were finalised), where appropriate action was
taken.
Table C.5.3 - Submitted complaints 2011-12
2011-12
Issues *
Category 1
63
112
Category 2
90
152
Category 3
73
124
Category 4
3
4
Total
229
392
* Within each submitted complaint there may be one or
more complaints made, involving more than one member.
Source: AFP Annual Complaint Report 2011-12
Drug and alcohol testing
We are committed to safe working practices which are free from the effects of
alcohol and drugs.
Our members are required to make reasoned, impartial and rapid decisions that
affect, sometimes significantly and even irrevocably, the safety, rights and
freedoms of members of the community. Therefore, the community and government
place considerable faith and trust in law enforcement agencies, conditional at
all times on officials exercising their authority and powers reasonably and
rationally.
The AFP recognises the serious effects that illicit drugs, misuse of
pharmaceutical products and alcohol abuse can have and the potential impact on
community and government perceptions of the AFP if an AFP member is affected. In
this context it is important that AFP appointees maintain the highest standards
of professionalism both on and off duty.
Given our law enforcement role, there is zero tolerance of any AFP appointee
who uses illicit drugs and/or is involved in the illegal drug trade.
Furthermore, appointees must not be under the effects of alcohol while on
duty and must exercise personal responsibility in the appropriate use of any
pharmaceutical products.
This approach also recognises the fundamental duty of care the AFP owes to
its appointees which includes providing a safe workplace free from the risks
associated with the misuse of drugs or alcohol.
The AFP drug testing program relies on detecting the presence of prohibited
drugs, specifically narcotic substances within the meaning of the Customs
Act 1901, s. 4 and other drugs declared to be prohibited by the
Commissioner (under authority of s. 4 and 4A of the Act). Testing of our members
is authorised under Division 8 of the Act, underpinned by Division 2.4B of the
Australian Federal Police Regulations 1979.
The key components of our drug testing strategy are:
Mandatory targeted testing - a test for prohibited drugs,
pharmaceutical products or alcohol whereby candidates are identified through a
random selection process
Mandatory investigation testing - a test for prohibited
drugs, pharmaceutical products or alcohol whereby candidates are tested as
part of professional standards investigations or inquiries
Mandatory certain incident testing - a test for
prohibited drugs, pharmaceutical products or alcohol whereby candidates are
tested as a result of the occurrence of specific incidents identified under s.
40N of the Act
Mandatory applicant testing - a test for prohibited
drugs, pharmaceuticals or alcohol that is a condition of employment with the
AFP and is conducted shortly before, during or immediately after the selection
process.
Alcohol testing will be formally introduced into the AFP in the 2012-13
reporting period.
Confidant Network
The Confidant Network is a group of AFP appointees who provide information,
options and support to other appointees when dealing with inappropriate or
unethical behaviour in the workplace.
There are more than 190 confidants located throughout Australia and overseas
who assist members in a confidential environment. Confidants are employed in
most areas within the AFP, including 14 active confidants within ACT
Policing.
The Coordinator - Confidant Network is directly accountable to the Manager -
Human Resource Strategies within the AFP. The Coordinator oversees the Confidant
Network Coordination Team, which in turn supports the confidants.
The Coordinator - Confidant Network is also a member of the AFP’s
Organisational Health Committee which provides the AFP executive and the Chief
Police Officer for the ACT with qualitative and quantitative data to develop an
integrated workplace health model.
The Confidant Network has been integral to the development of Respectful
Workplace Training in partnership with other areas of Human Resources. The
Respectful Workplace Training information session has been delivered to a number
of workplaces in the AFP and 340 ACT Policing staff at leadership development
programs and at AFP induction and recruit training. The aim is to deliver the
strategy to all AFP appointees.
During the reporting period, the Confidant Network received 126 referrals. Of
these, 10 were attributed to ACT Policing.
In addition to the above, the Confidant Network had 40 recorded approaches
for information. These approaches related to requests for confidants, specific
information regarding conditions of employment or similar enquiries.
The remaining finalised matters were resolved through the Confidant Network
without further referral.
Use of force
The reality of policing is that, on occasions, police officers will need to
use force as part of their duties. The use of reasonable force underpins our
management of conflict doctrine. Reasonable force is the minimum force deemed
necessary in the circumstances of any particular case. The principles of
negotiation and conflict de-escalation are always emphasised as alternatives to
the use of physical force. Of paramount importance is the safety of members of
the public and our officers.
ACT Policing employs a ‘use of force continuum’ (see Figure
C.5.3) rather than an approach that follows an ascending
escalation-based process in dealing with any particular situation. While this
circular model leads officers to rapidly assess and respond appropriately, the
main focus remains de-escalation wherever possible. As Figure
C.5.3 demonstrates, communication and constant re-assessment are
central to this approach. This principle underpins all operational use-of-force
philosophies and training within ACT Policing.
Reporting use of force
In all cases where one of our members uses force, he or she must, as soon as
practicable, submit an ACT Policing Operational Safety Use of Force Report,
setting out full details of the force used and circumstances in which the force
was applied. This includes any situation where the officer:
uses a firearm
uses a baton against another person
uses a chemical agent (OC spray) against another person
uses an electrical incapacitate (Taser) against another person
uses any compliance or restraint hold, strike, kick or other operational
safety application against another person
uses handcuffs or similar restraint against another person
uses a police dog (or horse) in the application of force
forces entry to a building, vehicle, vessel, or other secured area to
search, seize or arrest
uses a firearm, chemical agent or baton on any
animal.
Figure C.5.3 - Use of force
continuum
This does not include a situation where a verbal command is the only force
used.
Once the reporting member has completed the report, it is handled according
to the process outlined in Figure C.5.4 - ACT Policing’s use of
force reporting flow chart. As indicated in the flow chart, any use of a Taser
is reviewed by the Taser Review Committee. This committee is made up of the
Deputy Chief Police Officer - Response, the Superintendent Specialist Response
and Security, the Superintendent North District and officers-in-charge of
stations from both North and South Districts.
Figure C.5.4 - Reporting use of
force
Table C.5.4 - Use of FORCE 2011-12
Incident month
JuL 2011
AuG 2011
Sept 2011
Oct 2011
Nov 2011
Dec 2011
Jan 2012
FeB 2012
Mar 2012
Apr 2012
May 2012
Jun 2012
Baton
3
4
5
2
0
2
8
2
2
4
2
6
Chemical agent
20
23
11
15
18
16
8
15
18
25
19
16
Electrical incapacitant
1
1
5
5
1
9
8
5
9
0
3
2
Firearm
13
13
18
6
18
10
6
7
15
6
16
8
Handcuffs
113
119
99
126
115
141
134
117
115
113
111
98
Total
150
160
138
154
152
178
164
146
159
148
151
130
Source: PROMIS July 2011 to June 2012
Corporate and operational plans and associated performance reporting,
monitoring and review
Our 2008-2011 ACT Policing Strategic Plan defines our objectives and
how they will be achieved over the five years of the plan. This plan forms the
basis for the development of our future strategies, set to be reviewed in the
coming year.
Our strategic plan is driven by key output business areas of Crime and Safety
Management; Traffic Law Enforcement and Road Safety; Prosecution and Judicial
Support; and Crime Prevention. These business outputs are combined with our core
operating principles, including our vision, the AFP’s Seven Strategic
Principles, our AFP Values, and our various performance measuring mechanisms.
While our strategic plan provides an overarching direction, it is
complemented by portfolio business plans, and further functional action
plans.
More information about progress against our strategic plan can be found at
Section A.3 - Highlights.
Operational plans (also referred to as tactical plans) are also developed for
specific policing operations, intelligence purposes and targeted exercises -
such as Operation Unite - to target alcohol-related violence. They are developed
on a needs basis, and as identified through our quarterly performance and
policing intelligence.
More information on our planning framework can be found at Section
A.2 - Overview.
Our performance reporting, monitoring and review is achieved predominantly
through our Operations Committee, the Executive Steering Committee and the
Business Committee.
In addition, the Executive Steering Committee holds, each quarter, an
extraordinary meeting which focuses on performance and trends in our policing
and operating environment, by which we measure our ongoing and future
strategies. The Chief Police Officer for the ACT attends the quarterly
‘performance extraordinary Executive Steering Committee meeting’. The
information from these forums, along with crime statistics and trend analysis,
is provided to the Minister for Police and Emergency Services as part of our
commitment to the Policing Arrangement and Purchase Agreement (see
Appendices 1and2).
As an Assistant Commissioner of the AFP, the Chief Police Officer is also
responsible for reporting to the Commissioner of the AFP - in addition to the
Minister for Police and Emergency Services - for achieving operational outcomes
and determining policing priorities, resource allocation and delivering on set
key performance indicators (KPIs).
The quarterly report to the Minister for Police and Emergency Services
details progress against our 32 KPIs, comparative analysis and crime trends, and
emerging issues to be considered. Some of these KPIs are derived by the National
Survey of Community Satisfaction with Policing which is conducted each quarter,
and provides yearly averages for all police jurisdictions to achieve.
In addition to this, the Report on Government Services, released each
January, and the Australian Bureau of Statistics Recorded Crime - Victims
Australia publication released each June, provide a benchmark for ACT Policing
to measure itself against national and jurisdictional standards, both in terms
of operational results (crime rates) and qualitative measures (satisfaction with
police, and support to victims of crime).
More information about our performance monitoring can be found at
Section A.7 - Statement of performance.
C.6 - HUMAN RESOURCES PERFORMANCE
We have a dedicated multi-disciplinary Human Resources
(HR) function that provides a range of services to all operational and support
functions within ACT Policing.
These include:
recruitment
workforce planning
management of learning and development initiatives
rostering of staff
management of Performance Development Agreements
payment of appropriate allowances
delivery of workplace health and safety.
Delivering for the future
ACT Policing is building organisational capacity to ensure that we have a
professional, innovative and experienced workforce with the capacity to respond
and adapt to future needs.
Workforce planning
ACT Policing HR maintains and develops a workforce profile through a resource
plan based on a closely managed establishment model of organisational positions.
The team monitors and maintains workforce numbers through unsworn and sworn
recruitment, and the rotation and transfer of staff through the wider AFP to
give opportunities for skill development.
Our workforce planning team has developed processes that are robust enough to
respond to the resourcing requirements of planned events while incorporating the
flexibility required to fill short-notice personnel demands, and in response to
major unforseen events.
The workforce planning team provide regular, detailed reports to the ACT
Policing executive, which supports strategic planning, providing an accurate
picture of current workforce numbers, experience levels and skills.
Recruitment
Along with recruiting for support and specialist roles within ACT Policing,
the sworn recruitment process includes a rigorous program of testing and
selection, based on academic, physical and emotional aptitude, determination and
resilience. The candidates are carefully monitored throughout the process and
only those candidates who attain the pre-determined benchmarks reach the final
selection stage.
During this reporting period the AFP and ACT Policing launched the ‘anything
but every day’ campaign to attract federal agents, community policing officers
and protective service officers. The eight-week national advertising campaign
attracted more than 4500 applications from the ACT, NSW and nationally. Of the
applicants, around 920 selected ACT Policing as a preference. Almost one quarter
of applicants (24 per cent) were women and one-fifth (19 per cent) identified as
being from a culturally or linguistically diverse background.
Flexible Work Options Committee
The Flexible Work Options Committee was established to better support members
and improve our organisational response to the need for a flexible working
environment. We understand that members who can effectively balance work
commitments and family/lifestyle responsibilities are happier and more
productive at work, although this is not easy to achieve in a 24-hours-a-day,
seven-days-a-week operating environment.
The committee has a primary responsibility for the review and development of
opportunities to embed flexible work options into operational roles within ACT
Policing. During this reporting period we achieved a significant milestone in
facilitating the promotion and operational placement of a member from maternity
leave into a position as a part-time patrol sergeant. The placement has enabled
the member to work part-time hours to balance family life with her passion for
operational community policing.
Providing flexible work options within a 24-hour operational
environment presents an ongoing challenge. It is encouraging to note that there
has been an overall increase of 4.8 per cent in the number of employees working
part-time during this reporting period. It is anticipated that this rate
will continue to increase as flexibility becomes a greater option within the
sworn workforce. A key strategy in working towards enabling greater flexibility
is the Roster Review, which we launched during this reporting period.
In accordance with the Fair Work Act 2009 and the 2012-2016 AFP
Enterprise Agreement, employees may also negotiate flexible working
arrangements, such as condensed working weeks, variations to starting hours and
the ability to work from home. As these negotiations are decentralised it can be
difficult to quantify the exact number, but we estimate that at 30 June 2012
there were 22 flexible working arrangements in place.
The committee has also made significant contributions to the AFP National
flexible working group in developing a new guideline on ‘flexible workplace
practice’. The aim of the guideline is to provide support tools for employees
and the employer. The committee identified the need to support women when they
start maternity leave by providing key contacts, guidelines and information
about their responsibilities when they return to the workplace.
Keeping in Touch program
Our Keeping in Touch program was implemented to support our members on
long-term leave, and to provide these members with up-to-date information on
what is happening or has changed during their absence from the workforce. This
better prepares them for re-integration into ACT Policing after extended periods
of time.
During this reporting period 20 members requested this service. We kept in
touch with these members with information such as job vacancies and updates on
the negotiations for the new Enterprise Agreement. We also delivered our
internal publication - ACT Policing News- to members on a
monthly basis.
Strengthening organisational resilience
Continually strengthening organisational resilience - particularly the
development and support of our people - is critical in delivering policing
services.
We develop and support the adaptability and resilience of our workforce
through a variety of services. For example, as the community policing arm of the
AFP, we recognise the appeal of career paths that span both traditional
community policing and that of the broader AFP, and the benefits it has to
sustaining our workforces in the long term. The experience and skill development
as a result of such opportunities, and the diversity provided, is also a unique
arrangement that is of great benefit to ACT Policing and the AFP.
Workforce Management Committee
While we support the transfer of members between ACT Policing and AFP
National, we do this through a robust committee process - the Workforce
Management Committee. The committee examines the overall impact of each transfer
request against the ability to provide an operational response across all areas
of responsibility in ACT Policing to the Canberra community. The outcome for
each individual transfer is decided based on the recommendation of the
employee’s supervisor as well as other broader workforce considerations.
The Workforce Management Committee works closely with members of the
Executive Steering Committee to ensure a coordinated and consultative approach
to managing our human resources and ensuring our workforce planning is managed
effectively.
More information about our governance committees can be found at
Section C.5 - Internal accountability.
ACT Policing Roster Review
In May 2012 we began a comprehensive year-long review of operational rosters
that will examine existing policy, procedures, technology and architecture
across the AFP and ACT Policing rostered operations. The project will identify
existing challenges and provide advice on how we can better meet our business
requirements and operational members’ needs.
The aim of the Roster Review is to enhance the existing information
management tools and technology supporting our current rostered operation
activity, as well as addressing any cultural issues that may be impeding
flexible work options.
The Roster Review is being led by Deputy Chief Police Officer - Response
David McLean as Executive Sponsor, supported by a team made up of a
superintendent (project coordinator) and a project manager who was formerly an
ACT Policing superintendent. An advisory committee made up of an
officer-in-charge, a research officer, an IT consultant and a representative
from Human Resources is providing further support and advice to the review
team.
In the first phase of the project, all ACT Policing members who work the
operational roster - including ACT Policing operational members, Human Resources
and support staff - are being asked to contribute their ideas on how the roster
could be improved. This consultative requirements gathering phase is being
carried out across a number of forums, including focus groups, workshops,
individual interviews and meetings at police stations.
Following consultation, a revised (if appropriate) roster model will be
developed, tested and evaluated, with final implementation aimed for 2013 (and
an evaluation and review of that implemented model completed by July 2014).
Workplace health and safety
Our Workplace Health and Safety team within HR is responsible for the
management of workplace injuries, rehabilitation and graduated return to work
arrangements for employees who have been injured in the course of duty. They
also provide advice on Workplace Health and Safety policy, practical
interventions and risk management issues to our executive, management and staff.
During this reporting period we welcomed the new Workplace Health and
Safety Act 2011. This Act is part of an Australian Government initiative to
harmonise health and safety laws across all States and Territories. Several
staff information sessions on the new Act were conducted during this reporting
period, including information sessions with all operational members of ACT
Policing.
In our line of work, we recognise our particular responsibility as an
employer to provide a safe and healthy workplace and working environment. This
involves strategies for the prevention of injury or illness through education,
principles and guidelines, as well as managing the occupational rehabilitation
and return to work of all injured employees. For our operational members, it
also means ensuring they are annually re-trained in operational safety.
During this reporting period 42 of our members required rehabilitation from a
workplace-related injury. This is a slight reduction from the previous reporting
period where 51 members required assistance with rehabilitation. The average
time off work has also declined from 330 days in 2009-10 to 308 days in 2010-11
and a further reduction to 240 days in 2011-12.
We also approved and trialled load-bearing vests during this reporting
period, in response to concerns raised about the weight of the traditional
accoutrements belt, which can cause back injuries. The vest has been
specifically designed to prevent workplace injury and will be available to all
our members in 2012-13.
More information about our health and safety initiatives can be found at
Section C.9 - Workplace health and safety.
Welfare Services
Welfare Services are an essential element in the ongoing support of our
members. The main role of Welfare Services is to provide assistance to members
for a range of personal, professional or family-related issues. Our Chaplain and
Welfare Officers are available to all members 24 hours a day, seven days a
week.
Our Welfare Officers are sworn members, with a background in policing, which
makes them sensitive to various issues that can emerge in the community policing
environment. The Chaplain provides spiritual welfare and pastoral care of
employees and their families.
In the event of a major incident, the Welfare Officers and the Chaplain
provide support and counselling if and when required. Where members are involved
in managing an incident over many hours, the Welfare Officers are responsible
for catering to ensure they do not get fatigued. Together, they have a number of
years’ experience which enables them to provide the support to deliver a sense
of comfort and solidarity to the officers involved in incidents that are
significant or traumatic.
AFP Graduate Program and internships
More than 900 applications were received for the 2012 AFP Graduate Program to
fill 20 positions across 14 different business areas. In consultation with
business area representatives, as well as past and current graduates, we have
revamped the AFP Graduate Program. The program now boasts structured recruitment
and retention strategies and is considered the AFP’s flagship entry level
program.
During this reporting period, ACT Policing managed five graduates.
Aboriginal and Torres Strait Islander Traineeship Program
During this reporting period we developed a training plan within the AFP’s
newly established Aboriginal and Torres Strait Islander (ATSI) Traineeship
Program. Recognising the high level of interest in a community policing career
among the ATSI trainees, we have set up a specialised rotation plan through
several functional areas within ACT Policing to provide an overview of community
policing.
Trainees receive professional development and exposure to operational police
work in preparation for an application to undertake a sworn recruit course -
ultimately becoming our future ACT Policing community police officers.
We welcomed six ATSI trainees during this reporting period and, at 30 June
2012, they had completed a six-week training course in ACT Policing Operations.
This training enables trainees to gain a working knowledge that includes police
powers, policies and procedures, the Police Real-time Online Management
Information System (PROMIS), and Computerised Automotive Dispatch (CAD). The
trainees will then undertake a three-month rotation in ACT Policing Operations
to use the skills developed during the training, including responding to calls
for police assistance, Crime Stoppers and, after a period of time, Triple Zero
(000).
The Chief Police Officer for the ACT Roman Quaedvlieg is the patron of the
MION - the AFP’s Malunggang Indigenous Officers Network - a support and advocacy
network.
Volunteers in Policing
The Volunteers in Policing (VIP) program directly strengthens our
organisational resilience by supporting the frontline. The program celebrated
its 10th anniversary in December 2011.
VIP program numbers remain stable at 46 (23 women and 23 men), and the
program continues to add value to ACT Policing’s effectiveness and capacity to
meet operational and business requirements.
The program has 28 approved active role descriptions. Volunteers perform a
range of duties, including:
role playing - volunteers perform a range of roles, such
as suspect, victim or witness, for police recruits, investigator courses and
scenario situations
ceremonial support - escorting/ushering/greeting guests
at ceremonial events, such as the National Police Remembrance Day, police
funerals and recruit graduations
bus driving - collection and transportation of members
and dignitaries to and from various destinations and activities in the ACT,
using the Crime Stoppers bus
Justice of the Peace (JP) duties - provision of JP duties
to police and public at all police stations, including weekend on-call JP
services. Our volunteers witnessed and certified 81 069 documents for ACT
Policing and members of the public during the reporting period, an increase of
29.9 per cent over last financial year
letterbox drops - undertaken when there is a need to
inform the community of police activity or to assist with enquiries
keyholder surveys - visiting all businesses in the ACT to
obtain updated information about after-hours emergency contact details on our
behalf
assistance with consensual fingerprinting - for
applicants for citizenship, employment checks, visa applications etc.
support for the AFP’s Chequered Ribbon Association (AFP
legacy)- provision of administrative support through
the sale and merchandising of Kenny Koalas and the collection of annual
subscriptions
community engagement - support and attendance at local
community events
catering and catering support - catering support for all
ACT Policing activities and conferences, including registration, setting up
and cooking barbeques.
Our
police volunteers celebrate 10 years of hard work in support of our
frontline
This reporting period has been extraordinarily busy for our VIPs through the
provision of support to several events managed by ACT Policing, including the
Convoy of No Confidence (August 2011), the Wall to Wall Remembrance Ride
(September 2011), and the visits by Her Majesty Queen Elizabeth II in October
2011 and the President of the United States in November 2011. Our volunteers
provided catering for more than 1000 police and other officials during the
President’s two-day visit.
In July 2011 our VIPs assisted police with the collation and packing of
stolen property at a house in Lyons - the largest stolen property seizure in ACT
Policing’s history. The support from the VIPs in exhibiting hundreds of stolen
goods helped our police officers successfully conclude the capture of
information in seven days.
In addition, following the fire and explosion at Mitchell in September 2011,
VIPs conducted a major ‘keyholder’ exercise, visiting all businesses in the ACT
to obtain updated information about after-hours emergency contact details on our
behalf. This resulted in 89 per cent of all businesses in Mitchell alone
registering their details for inclusion on our keyholder register.
The high level of demand for the VIP program’s services is demonstrated by
the fact that the program recorded more than 1400 hours worked each month over
the 12 consecutive months of the reporting period. During this period the VIP
program provided 17 581 hours to ACT Policing, an increase of 30.7 per cent over
2010-11. This represents a total of more than 124 000 voluntary hours since the
program began in December 2001.
Our volunteers are a crucial part of our business. Like all members of ACT
Policing, they undertake training and development opportunities, with five
volunteers successfully completing their Justice of the Peace training in
2011-12.
Performance Development Agreements
We monitor and encourage employee performance and development within the AFP
through Performance Development Agreements (PDAs).
The PDA national guideline has been developed by the AFP National Manager
Human Resources using power delegated under s.37(1) of the Australian
Federal Police Act 1979 to facilitate effective performance management.
All of our members enter into PDAs on a six-month basis and their performance
is assessed against critical objectives and development goals they set with
their team leader. Any performance, development or training needs are then
identified and addressed through this process on an ongoing basis throughout the
next PDA period.
Sustaining community confidence
It is essential for ACT Policing to maintain the community’s confidence that
we can, and will, continue to deliver quality policing services to support a
safe and secure ACT.
During this reporting period we carried out research into the community’s
understanding and expectations of ACT Policing. The qualitative and quantitative
research was carried out in March/April 2012 and will inform future operational
strategies and organisational communication - how we engage with the community
and provide them with the information they desire, to ensure mutual trust and
sustain community confidence.
Relative to other cities and States, the ACT was felt to be safe in terms of
crime levels, with many respondents believing this was due to higher levels of
police visibility and the different demographics of Canberra.
In striving to achieve a police service that represents the community in
which we serve, ACT Policing actively subscribes to, and supports, the
2010-2012 AFP Workforce Diversity Plan. This includes a commitment to
diversity which is reflected in our workforce planning, and recruitment and
retention strategies that recognise the workplace benefits of celebrating
difference in the workplace. Diversity in ACT Policing is not limited to
consideration of cultural and linguistic diversity, it also incorporates gender,
sexual orientation, age and the way in which these differences positively
contribute to effective policing.
For many members of the ACT community, their interaction with ACT Policing is
limited to exposure at major events such as Skyfire, the ActewAGL Royal Canberra
Show, the National Multicultural Festival and Summernats. Our presence at such
events ensures that the community can enjoy these events with confidence that
their safety is considered a high priority. In managing rostering for these
events, HR focused on refining rostering practices in order to adequately
resource all operational requirements across ACT Policing in the most efficient
way.
Working collaboratively
To ensure a safe and secure community, ACT Policing maintain close working
relationships with government and non-government counterparts across the areas
of law enforcement, justice, community safety, housing, health and youth
services. As well as being reflected in our strategic plan, during this
reporting period we have contributed to wider AFP projects and policy
development including the 2012-2015 AFP Workforce Plan, new AFP
recruitment guidelines, and the 2012 working pattern review.
We also work very closely with the community in which we serve. More
information about our collaboration with the community can be found at
Section B.1 - Community engagement.
National deployments
In support of wider AFP operations, and in conjunction with the AFP’s
International Deployment Group, we facilitated the deployment of 60 sworn
members and two unsworn staff during this reporting period to assist with
Operations CANNA and ETON on Christmas Island. The members were deployed to
assist with public order management in response to critical incidents occurring
on Christmas Island at the time.
Enterprise Agreement
During this reporting period the new AFP Enterprise Agreement was approved by
Fair Work Australia. Throughout the drafting phase of negotiations, ACT Policing
worked closely with our national counterparts to ensure the requirements of our
frontline workforce were considered. This included a review of working patterns
for all members of ACT Policing, which was carried out in conjunction with the
ACT Policing executive.
More information about our Enterprise Agreement can be found at
Section C.10 - Workplace relations.
Cross-border collaboration
We have also maintained strong relationships with NSW Police through the
Monaro and Yass Local Area Commands. During 2011-12 we facilitated the
swearing-in of 43 NSW Police officers as AFP ‘special members’. Similarly, more
than 380 of our officers have been sworn in as NSW Police Force Recognised Law
Enforcement Officers. These arrangements enhance the operational capability of
NSW and ACT members in response to cross-border operations.
Enhancing skills and capabilities
The AFP has a specific business unit within National HR - Learning and
Development - dedicated to supporting the personal and professional development
of all AFP members, including those in ACT Policing.
Members apply for courses that will benefit their professional
development or career objectives as well as ACT Policing’s operational
requirements. Applications are prioritised by the Workforce Management Committee
comprising HR and our superintendents and coordinators. This ensures that all
members have an equal opportunity to participate in a variety of training
courses to develop skills in mandatory and desirable areas.
More information about our approach to enhancing skills and capabilities
within our workforce can be found at Section C.8 - Learning and
development.
In addition, individual business areas within ACT Policing establish internal
training programs to support ongoing capability and specialist skills. For
example, we have newly established programs in mental health training, writing
skills, management to leadership, motorcycle pursuit, first aid training and
workplace health and safety.
Reinvigorating our leadership framework
As a key priority during this reporting period, the AFP began re-investing in
the development of its future leaders through a series of seminars and
workshops, initially aimed at the executive level. Through the AFP College, it
is envisaged that further training will be facilitated for all levels across the
AFP and ACT Policing.
We ensured that all our executive level employees contributed to, and took
part in, performance management, finance and HR workshops delivered during the
year. These workshops were designed to ensure managers have the knowledge,
skills and organisational contacts to manage staff and business effectively.
Additionally, our Executive Steering Committee members undertook internal
adaptive leadership workshops facilitated by Dr Stephen Mugford.
The committee comprises the Chief Police Officer for the ACT, our Deputy Chief
Police Officers, the Director Corporate Services, and all superintendents and
coordinators.
Mental Health Community Policing Initiative
The recently enhanced Mental Health Community Policing Initiative training is
considered to be best practice in Australia and has been academically reviewed
and recognised by Charles Sturt University. The initiative was launched in June
2011.
The training is a four-day package for operational and support staff within
ACT Policing to help them recognise, relate and respond to people in the
community with a mental illness. The training includes presentations by
specialists in the field, as well as people living with a mental illness and
their families and friends.
During this reporting period 198 members completed the training - one third
of the workforce.
More information about our mental health training can be found at
Section A.3 - Highlights and Section C.8 - Learning and
development.
Operational Safety Training
Operational Safety Training is an annual re-certification providing officers
with training in a range of options that, when justified, may be used to
establish the safety of the employees, other team members and the public, to
enable the effective execution of powers.
A total of 900 members have been re-qualified during this reporting period,
ensuring all operational members remain current in the use of force should the
need arise.
C.7 - STAFFING PROFILE
At the final pay for the reporting period, approximately
78 per cent of our workforce comprised sworn members. Of the 702 sworn members,
less than 2 per cent held the rank of Superintendent or higher.
At 30 June 2012 approximately 25.5 per cent of sworn members were female.
This figure has increased slightly when compared with 2010-11 (24.8 per cent).
Of the 25.5 per cent women, 84.4 per cent are at the Constable level which is a
slight decrease from the 85.3 per cent reported in the previous reporting
period. There was however a slight increase of women at the Sergeant level, to
14.5 per cent this reporting period from 13.1 per cent in 2010-11.
Reported FTE (full time equivalent) figures are higher than headcounts
due to the inclusion of enabling FTE (101). This is a notional FTE which
represents the services provided by the broader AFP in the delivery of community
policing services to the ACT. These services include additional support received
by Human Resources, Finance, Information Technology, Professional Standards,
Legal, Learning and Development and Forensics. Enabling FTE include sworn and
unsworn members.
Both headcount and FTE figures exclude members who are unpaid
non-operational. This includes all members who are on leave, not paid by ACT
Policing. Also excluded from FTE calculations are personnel working on
Commonwealth matters.
These figures are based on substantive ranks and do not include periods of
higher duties.
Table C.7.1 - Full Time Equivalent and headcount 2011-12
Male
Female
FTE by gender
319
629.7
Headcount by gender
601
304
% of workforce (headcount)
66
34
Table C.7.2 - Classifications (headcount) 2011-12
Rank
Female
Male
Total
Chief Police Officer
0
1
1
Deputy Chief Police Officer
0
2
2
Commander/Director
1
0
1
Superintendent/Coordinator AFP Band 9
3
6
9
Sergeant/AFP Bands 6-8
40
126
166
AFP Bands 6-8 Temp
1
0
1
Constable/AFP Bands 2-5
255
463
718
AFP Bands 2-5 Temp
4
3
7
TOTAL
304
601
905
Table C.7.3 - Classification profile by gender/sworn
(headcount) 2011-12
Rank
Sworn female
Sworn male
Unsworn female
Unsworn male
Female %
Male
%
Total
Chief Police Officer
0
1
0
0
0
100
1
Deputy Chief Police Officer/Director
0
2
1
0
33
67
3
Superintendent/Coordinator AFP Band 9
2
4
1
2
33
67
9
Sergeant/AFP Band 6-8
26
114
15
12
25
75
167
Constable AFP Band 2-5
151
402
108
64
36
64
725
Total
179
523
125
78
34
66
905
Table C.7.4 - Employment category by gender (headcount)
2011-12
Employment category
Female headcount
Male headcount
Female %
Male %
Total
Casual
6
2
0.7
0.2
8
Permanent full-time
252
593
27.8
65.5
845
Permanent part-time
41
2
4.5
0.2
43
Temporary full-time
5
4
0.6
0.5
9
Temporary part-time
0
0
0
0
0
TOTAL
304
601
33.6
66.4
905
Table C.7.5 - Average length of service by gender by age
group 2011-12
Average length of service (years)
Pre-baby boomers
Baby boomers
Generation X
Generation Y
Total
F
M
F
M
F
M
F
M
F
M
0-2
0
0
3
3
7
19
38
24
48
46
2-4
0
0
7
5
12
26
27
35
46
66
4-6
1
1
9
13
18
70
45
88
73
172
6-8
0
0
5
8
19
53
13
21
37
82
8-10
0
0
3
7
11
35
6
6
20
48
10-12
0
0
5
5
18
51
5
4
28
60
12-14
0
0
3
2
16
25
0
0
19
27
14+ years
0
0
14
61
19
39
0
0
33
100
Table C.7.6 - Total average length of service by gender
2011-12
Gender
Average length of service (years)
Male
8.99
Female
7.15
TOTAL
8.37
Figure C.7.1 illustrates the breakdown of the length
of service for all ACT Policing members. In this reporting period the largest
group of employees fall within the four to six years of service; this group
represent 27 per cent of employees, which equates to a headcount of 45 members.
Figure C.7.1 - Length of service
2011-12
Table C.7.7 - Age profile (headcount) 2011-12
Age group
Female
Male
Total
<20
0
0
0
20-24
21
9
30
25-29
72
102
174
30-34
63
148
211
35-39
48
134
182
40-44
33
74
107
45-49
29
56
85
50-54
18
48
66
55-59
10
19
29
60-64
7
8
15
65-69
3
3
6
70+
0
0
0
TOTAL
304
601
905
Figure C.7.2 illustrates the gender profile of ACT Policing
members by age. In this reporting period the largest group of employees fall
into the 30 to 34 year age range; this group represents 23 per cent of
employees, which equates to a headcount of 211 employees.
Figure C.7.2 - Employee age profiles
2011-12
Table C.7.8 - Agency profile (Full Time Equivalent)
2011-12
Branch
ACT
Operational FTE
ACT
Non-Operational FTE
Total
Executive
-
8.5
8.5
ACT Policing Operations
74.3
8.7
83.0
Emergency Management and Planning
8.5
-
8.5
Crime Prevention
33.9
4.8
38.7
North District
171.3
4.0
175.3
South District
124.0
3.9
127.9
Criminal Investigations
108.0
3.8
111.8
ACT Policing Intelligence
58.5
4.8
63.3
Specialist Response and Security
46.7
1.7
48.4
Judicial Operations
50.1
6.0
56.1
Ministerial and Operational Support
1.9
11.7
13.6
Financial Services
-
12.4
12.4
Human Resources
-
16.2
16.2
Media and Marketing
14.1
0.9
15.0
ACT Inoperative Pool Paid
3.7
0.9
4.6
Exhibit Management Centre
5.7
13.1
18.8
Traffic Operations
45.6
1.0
46.6
Add Enabling Services
19.5
80.5
100.0
TOTAL
765.8
182.9
948.7
Table C.7.9 - Agency profile by employment type (headcount)
2011-12
Branch
Permanent
Temporary
Casual
Total
Executive
7
1
0
8
ACT Policing Operations
86
6
8
100
Emergency Management and Planning
9
0
0
9
Crime Prevention
42
0
0
42
North District
177
0
0
177
South District
131
0
0
131
Criminal Investigations
117
0
0
117
ACT Policing Intelligence
69
1
0
70
Specialist Response and Security
58
0
0
58
Judicial Operations
58
0
0
58
Ministerial and Operational Support
15
1
0
16
Financial Services
13
0
0
13
Human Resources
18
0
0
18
Media and Marketing
17
0
0
17
ACT Inoperative Pool Paid
3
0
0
3
Exhibit Management Centre
20
0
0
20
Traffic Operations
48
0
0
48
TOTAL
888
9
8
905
Table C.7.10 - Classification profile by gender/sworn (Full
time Equivalent) 2011-12
Rank
Sworn female
Sworn male
Unsworn female
Unsworn male
FemalE %
Male
%
Total
Chief Police Officer
0.0
1.0
0.0
0.0
0
100
1
Deputy Chief Police Officer/Director
0.0
1.9
1.1
0.3
33
67
3.3
Superintendent/Coordinator AFP Band 9
1.9
3.9
5.2
13.9
29
71
24.9
Sergeant/AFP Band 6-8
25.0
118.4
23.5
23.2
26
74
190.1
Constable AFP Band 2-5
142.3
395.5
120.0
71.6
36
64
729.4
Total
169.2
520.7
149.8
109.0
34
66
948.7
Table C.7.11 - Equity and workplace diversity (headcount)
2011-12
A
B
C
Aboriginal and Torres Strait Islander
employment
Culturally and Linguistically Diverse
employment
Employment of people with a disability
Number of employees who identify in any of the equity
and diversity categories (A, B, C)
Women
Headcount
9
61
5
74*
304
% of total staff
1
6.7**
0.6
8.2
33.6
* One member above identifies in two categories.
** People who identify as being culturally and
linguistically diverse. This includes first language spoken, place of birth and
parental heritage. This category also includes children of migrants, including
those who were born overseas and arrived in Australia before the age of five and
did not speak English as a first language, those who are Australian-born but did
not speak English as a first language and had at least one non-English speaking
background parent, and those who are Australian-born and had neither parent
speaking English as a first language.
C.8 - LEARNING AND DEVELOPMENT
The broad range of courses delivered to our own members
and to our stakeholders is considered essential in ensuring we create a safer
and more secure ACT.
Much of the training undertaken by our members revolves around enhancing
operational capacity and leadership in decision-marking. Training is also
undertaken to enhance the functional and managerial capability of employees,
including training in the areas of business management (financial and human
resources), administration and executive leadership.
During this reporting period ACT Policing also introduced its Mental Health
Community Policing Initiative training to 198 members. This was in recognition
of the need to better train our people and our stakeholders in the delivery of
services to the broader community, especially in recognising, relating and
responding to people living with a mental illness. The training has been adapted
from the successful NSW Police model and is considered best practice in
Australia. More information about our Mental Health Community Policing
Initiative can be found at Section A.3 - Highlights.
Developing our members
The range of courses available is extensive. Table C.8.1
provides details of the courses and the number of participants during the
reporting period.
Table C.8.1 - Learning and development programs 2011-12
Learning and development programs
Initiative
Descriptions
Offered to sworn members? Y/N
Offered to unsworn members? Y/N
Total number of participants
Human rights
A half-day workshop developed in consultation with the ACT Human Rights
Commission that:
ensures our sworn members are familiar with the Human Rights Act
2004 (ACT) and the associated human rights considerations when
performing their duties in the ACT
is provided to new officers during the ACT
Policing recruit course schedule of training
Y
Y
26
Operational safety assessment
An annual course designed to maintain the execution of policing powers,
including firearms, defensive tactics and aerosol subject restraint
Y
N
900
Motorcycle pursuit
A six-week basic training in all aspects of motorcycle riding,
escorting dignitaries and urgent duty driving
Y
N
12
Media training and awareness
A one-day training program outlining the importance and role of media
in a policing environment. Designed to help members build confidence in
dealing with the media and represent ACT Policing positively
Y
N
111
Recruit training
The Federal Police Development Program and the Federal Police Lateral
Program train new entrants in the skills and knowledge required to operate
as sworn members of ACT Policing
A one-day workshop to help maintain the skills of members who have
previously been prescribed
Y
N
79
ACT Policing Operations
A six-week mandatory basic course to develop the skills necessary to
work in the first response environment of ACT Policing Operations
Y
Y
18
First aid
A mandatory three-year qualification that allows individuals to acquire
a first aid qualification in accordance with legislative and industry
requirements. It is designed to provide the ultimate learning experience
and combines DVD online interactions and scenario-based learning
Y
Y
150
Victims of crime
A mandatory training course via iAspire.
The course ensures members are compliant in accordance with the
Victims of Crime Act 1994 (ACT) and internal
governance
Y
Y
230
Mental Health Community Policing Initative
A mandatory four-day training program tailored to the ACT Policing
environment. The training aims to develop the participants’ understanding
and perception of mental illness and, in turn, assist in establishing more
awareness and understanding within the wider community
Y
Y
198
Certificate IV in Training and Assessment
Aimed at teaching participants the skills required to plan and prepare
for delivering training. Modules include adult learning, presentation
skills, identifying training needs, group dynamics and evaluating
learning
Y
Y
20
Constable development program
A 13-day course aimed at consolidating and enhancing core policing
knowledge and skills to build on leadership skills through practical
scenarios, oral presentations and examinations. This training also
includes an ‘Interviewing Vulnerable Witnesses’ Program’ component
Y
N
20
Disaster victim identification
The program provides disaster victim identification capability training
Y
N
13
Human source handling - basic
A four-week course to give investigators an understanding of human
source (informants) operations and the requirements of handling a human
source in accordance with the AFP national guideline
Y
N
8
Staff member induction program
A two-day course that aims to welcome all new staff to the AFP, embed
the AFP values, increase awareness of the AFP business environment and
ensure all staff understand their roles, responsibilities and obligations
as members of the AFP
N
Y
4
Respectful workplace training
A two-hour in-depth session focused on the importance of respect in the
workplace
Y
Y
340
Investigative interviewing techniques
A Tier 1 course to develop the skills and knowledge of experienced
members to allow them to implement effective interviewing strategies and
maximise the quality and admissibility of evidential material elicited
from suspects and witnesses
Y
N
28
Writing 101
A one-day course to improve the quality and complexity of writing. This
course explains the ‘three Cs’ of writing: how to write clearly, concisely
and correctly. It covers planning, audience, appropriate mediums,
structure, purpose, layout, formats, plain English and editing
Y
Y
6
Gay and Lesbian Liaison Officer training program
Gay and Lesbian Liaison Officers are volunteers who include
police, protective service officers and civilian staff. They
are trained to deal sensitively with gay, lesbian, bisexual, transgender
and intersex issues, and are available to provide advice and support to
members of the public as well as AFP members
Y
Y
8
Customer service workshop
A one-day customer service workshop undertaken by our Human Resources
and Finance teams to engender a client-focused approach in these
teams
Y
Y
29
Performance management workshop
A one-day executive development workshop to explain the new framework
which moves the performance management focus from compliance with the
process to actively managing all team members
Y
Y
12
Table C.8.2 - Specialist Response and Security training
2011-12
Course
Description
Number of participants
Specialist Response and Security (SRS) skills revalidation
Scheduled weekly re-validation training for all SRS Tactical Response
members in their core skills sets: search-and-rescue, water operations,
public order, close-quarters tactics, active shooter, counter-assault
team, linear combat, vertical rescue, tactical movement techniques,
high-risk vehicle stops and four-wheel drive operations.
All members (40 for each discipline)480 in total.
National Counter-Terrorism Committee dynamic breaching course
SRS Tactical Response members completed their basic program in dynamic
(or explosive) breaching methods. This allows SRS Tactical Response to
have a full complement of members trained in dynamic breaching
6
Advanced breaching training
SRS Tactical Response members travelled to a rural location in Victoria
gain advanced dynamic breaching training. This involved training in
methods to gain entry to various premises through different mediums,
including doors, windows and walls (including brick and concrete)
8
SRS Tactical Response marksman
SRS Tactical Response members completed the basic marksman course
involving training in a number of different firearms and various urban and
rural environments
3
SRS Tactical Response marksman and advanced marksman course
Marksmen underwent advanced counter-terrorism marksman training. This
involved training in both the ACT and NSW and included all aspects of
counter-terrorism and counter-sniper training
8
Breathing apparatus revalidation
Breathing apparatus training ensures members are still able to operate
in all types of environments, including low oxygen and clandestine
laboratory environments
40
SRS basic course
A 13-week basic training in all aspects of tactical policing, both
domestic and counter-terrorism in addition to training in
search-and-rescue techniques, vertical rescue techniques and all aspects
of public order management
8
Diploma in Security and Risk Assessment
The Canberra Institute of Technology training course furthers members’
knowledge of the risk process associated with planning and conducting
training and operational jobs
11
Armoured vehicle and hostage rescue training
Members of Tactical Response undertook training with two members of the
Los Angeles County SWAT team who came to Canberra and delivered training
in relation to the use of the armoured vehicle and hostage rescue
techniques
30
Fast rope training
Members re-certified in fast roping skills through training with the
Navy Seahawk at Majura
30
Operational Safety Trainers
Members completed the gateways and course to gain the full
accreditation of Operational Safety Trainers
5
Brief adjudication workshop
A five-day workshop structured to teach and reinforce fundamentals
relating to the adjudication of briefs of evidence, including the
standards required to be met for the briefs to proceed to the Director of
Public Prosecutions (DPP). Designed to give participants the opportunity
to demonstrate their skills and knowledge through exposure and interaction
with a number of experts in the judicial process.
The course was introduced during this reporting period and was mentored
and attended every day by an ACT Magistrate. The course was designed and
delivered with the assistance of AFP Legal and the ACT DPP.
22
Table C.8.3 - Emergency management and planning courses
2011-12
Course
Descriptions
Offered to sworn members? Y/N\
Offered to unsworn members? Y/N
Total number of participants
Incident Command and Control Systems
This course educates members on essential command/control systems to
appropriately manage incident response.
Y
Y
10 Waiting for information from National
Exercises
Desktop exercise based on counter-terrorism scenarios and civil unrest
in Canberra.
Police Management Development Program and Executive Development Program
- Australian Institute of Police Management
The major learning outcomes of the Australian Institute of Police
Management’s 601 Graduate Certificate in Applied Management relate to the
development of increased knowledge, skills and confidence to manage at
senior organisational levels.
There are two cohorts of the Graduate Certificate in Applied
Management: the Police Management Development Program and Executive
Development Program. These courses are developmental, highly applied and
experientially based. Case studies are based on actual events. There are
opportunities for individual and group work, and exercises that help
participants better understand their own behaviours and how they affect
others.
The content includes strategic planning, project governance,
problem-solving, strategic management, change management, contemporary
leadership, policy development, financial management, media management and
leadership theory.
Y
Y
1
Centre for Public Management
Four of our members undertook leadership training with the Centre for
Public Management during this reporting period.
Y
Y
4
Table C.8.5 - In-service training (AFP College)
Course
Description
Number of participants
ACT Investigators Training Program
The program delivers the core skills and knowledge required to
successfully conduct and manage criminal investigations, including the
collation of evidence and the submission of documentation to appropriate
authorities.
20
Homicide Investigation Program
The aim of the Homicide Investigation Program is to develop the core
knowledge and skills participants need to successfully investigate
homicide offences. The two-week residential program draws on the
experiences of subject matter experts to mentor and support
members.
10
Sexual Offences Investigators Program
A two-week course designed to develop the skills to conduct and manage
investigations of sexual assault and child abuse matters and to collate
the evidence and submit documentation to the appropriate authorities.
20
iAspire - Online training
iAspire is the AFP’s learning management system designed to make online
learning easier to use, more interactive and flexible for our people. Following
is a sample of courses available on iAspire:
Operations safety assessment for police
Investigator knowledge assessment
ACT Policing knowledge assessment
Technology-enabled crime
Workplace health and safety (compulsory course for all members)
Security awareness training (compulsory course for all members)
ACT Watch House procedures
Microsoft Office Suite (Word, Excel etc.).
Commitment to whole-of-government learning and development initiatives
Graduate Program
As the community policing arm of the AFP, we participated in the AFP’s
Graduate Program and development initiatives.
Graduates work in various areas of ACT Policing and the wider AFP over a
12-month period to develop their skills and understanding of the AFP. Graduates
integrate into ACT Policing at the end of their year for a three-month period.
This program is an investment in the workforce and our members’ skills. ACT
Policing managed five graduates during this reporting period.
More than 900 applications were received for the 2012 AFP Graduate Program to
fill 20 positions across 14 different business areas.
Aboriginal and Torres Strait Islander Traineeship Program
During this reporting period we developed a training plan within the AFP’s
newly established Aboriginal and Torres Strait Islander (ATSI) Traineeship
Program. Recognising the high level of interest in a community policing career
among the ATSI trainees, we have set up a specialised rotation plan through
several functional areas within ACT Policing to provide an overview of community
policing.
Trainees receive professional development and exposure to operational police
work in preparation for an application to undertake a sworn recruit course -
ultimately becoming our future ACT Policing community police officers.
We welcomed six ATSI trainees during this reporting period who, by 30 June
2012, had completed a six-week training course in ACT Policing Operations. This
training enables trainees to gain a working knowledge that includes police
powers, policies and procedures; the Police Real-time Online Management
Information System (PROMIS); and the Computerised Automotive Dispatch (CAD). The
trainees will then undertake a three-month rotation in ACT Policing Operations
to use the skills obtained during the training, including responding to calls
for police assistance, Crime Stoppers and, after a period of time, Triple Zero
(000).
Study assistance program
During this reporting period 17 members participated in our study assistance
program.
Table C.8.6 - Study assistance program 2011-12
Study undertaken
Number of participants
Bachelor of Arts
1
Diploma of Law
1
Masters of Leadership and Management in Policing
1
Diploma of Government (Project Management)
1
Bachelor of Behavioural Studies (Psychology)
1
Graduate Certificate in Road Safety
1
Bachelor of Business Studies
1
Bachelor of Technology (lT Security)
1
Science (applied statistics) Studies
1
Masters of Business Administration
2
Bachelor of Policing
4
Master of Arts (Criminal Intelligence)
1
Graduate Diploma of Science (applied Statistics)
1
Total
17
Future priority learning and development areas
The future direction of our learning and development and its role in
supporting ACT Policing has a strong focus on the operational development of our
members and leadership training. Recruit training, investigations, and
operational safety training, in particular, have been identified as areas
requiring a greater focus to deliver our core business.
Re-invigorating our leadership framework
The re-constitution of the leadership continuum is an area for focus of all
levels of leadership, including team leaders/sergeants, executive members and
managers.
As a key priority during this reporting period the AFP began re-investing in
the development of its future leaders through a series of seminars and
workshops, initially aimed at the executive level. Through the AFP College, it
is envisaged that further training will be facilitated for all levels across the
AFP and ACT Policing.
We ensured that all our executive level employees contributed to, and took
part in, performance management, finance and HR workshops delivered during this
reporting period. These workshops are designed to ensure managers have the
knowledge, skills and organisational contacts to manage staff and business
effectively.
Mental Health Community Policing Initiative
The recently enhanced Mental Health Community Policing Initiative training is
considered to be best practice in Australia and has been academically reviewed
and recognised by Charles Sturt University. The initiative was launched in June
2011.
The training is a four-day package for operational and support staff within
ACT Policing to recognise, relate and respond to people in the community with a
mental illness. The training includes presentations by specialists in the field,
as well as people living with a mental illness and their families and
friends.
During this reporting period 198 members completed the training - one third
of our workforce. Training our officers and ensuring this approach to mental
health is entrenched on the frontline remains a priority for us now and in the
future.
C.9 - WORKPLACE HEALTH AND SAFETY
As a frontline police service, we take workplace health
and safety (WH&S) seriously, and ensure measures are in place to protect
both our sworn and unsworn members.
During this reporting period ACT Policing complied with its legal obligations
under the new Workplace Health and Safety Act 2011 (Cth) which came
into effect on 1 January 2012. The new Act aims to harmonise WH&S
legislation across the Australian and State/Territory governments, supported by
WH&S regulations and codes of practice.
The new Act is the most significant change to WH&S legislation in 20
years. The introduction of the Act provides a new legislative framework for the
provision of a safe and healthy working environment for all members of ACT
Policing.
Management of workplace health and safety
A key document for compliance under the Act and to promote safety in the
workplace is the AFP National Guideline: Health and Safety Management
Arrangements 2007-2012 which was developed in close consultation with
staff.
The national guideline helps to identify safety responsibilities for all our
employees, and provides a WH&S framework for resolving disputes. It also
identifies the agreed arrangements on the management, promotion and development
of measures to ensure the health, safety and welfare of employees at work.
The AFP is currently developing an online training program that allows all
members to verify awareness of their individual responsibilities under the new
Act.
Throughout this reporting period, we maintained our WH&S structures and
systems specified under legislation, including:
systems for fire safety, emergency evacuation and first aid services at
all ACT Policing locations
an active ACT Policing WH&S committee
a structure of designated work groups and WH&S representatives
ongoing training for employees on WH&S and the new Act, including
online staff training through iAspire (compulsory training for all staff)
induction training on an as-required basis, specific training for managers
and team leaders, and training for specific issues/hazards relating to an
employee’s duties
an internal hazard and incident reporting system, and external
notification of more serious safety events to Comcare
expert advice and assistance to facilitate safety risk management
active support for employees with injuries, including access to workers
compensation entitlements and structured programs to achieve early and durable
return to work under Safety, Rehabilitation and Compensation Act
1988processes.
ACT Policing maintains 17 designated work groups, each with a WH&S
representative and deputy representative. Representative selections are made by
staff and the process is facilitated by management.
The ACT Policing WH&S Committee continued its function as a key
consultative forum on safety matters with four monthly meetings. The committee
includes all WH&S representatives and advisors, and senior management
representatives from ACT Policing Operations, Finance and Logistics, and Human
Resources. This composition facilitates effective and speedy resolution of
safety issues.
Injury prevention and management
During this reporting period several WH&S prevention programs were
launched to strengthen our WH&S governance and our support of our members,
including:
training sessions on the new Act - structured to provide
staff with information about their new legislative obligations, the
responsibilities of the employer, and how the new Act differs from the
previous Act in terms of incident reporting and investigations
first aid training - updated as recommended in early 2011
and providing a much greater focus on police-specific scenarios and issues
(such as edged-weapon and blunt weapon trauma, firearms and explosives, and
motor vehicle collision trauma). Approximately 150 of our members have
undertaken the training since it began in September 2011
load-bearing vests - designed to prevent lower-back
injuries suffered by our officers and to help injured members return to
operational duties
an ongoing review of the AFP’s Physical Competency
Assessment - aimed at aligning the recruitment gateway Physical
Competency Assessment to the reasonable physical expectations of an
operational police officer.
We also have several ongoing injury prevention strategies, including:
pathology testing for hepatitis and HIV for employees exposed to blood or
saliva in the course of their duties
support for employees with psychological impact from work situations,
including a range of welfare, employee assistance, psychological counselling
and chaplaincy support services
influenza vaccinations
assistance with identifying the optimal ergonomic set-up of employee
workstations.
Load-bearing vests
The introduction of load-bearing vests during this reporting period is
designed to reduce back and lower-back injuries suffered by our officers. Our
members carry around 7kg of standard accoutrements on the traditional
accoutrement belt, and this concentration of weight around the hips can
contribute to lower back pain and possibly lead to compensable injuries.
A number of other police jurisdictions around Australia have already
introduced load-bearing vests as part of an injury-prevention strategy for their
members. We have been part of a long-term project, working together with AFP
Aviation and Protection to determine a suitable vest to meet our
requirements.
An extensive period of evaluation, trials and testing, and development of
training modules, also took place to ensure appropriate governance was in place
and requirements were met. The Arktis load-bearing vest is expected to be
rolled-out to all members by the end of 2012.
Rehabilitation
Our rehabilitation team consists of two full-time rehabilitation case
managers who coordinate rehabilitation services for our members who have
suffered compensable or non-compensable injury and/or illness.
These services are provided in accordance with the Safety, Rehabilitation
and Compensation Act 1988 for compensable injury and illness and for
non-compensable injury and illness in accordance with the associated AFP
guidelines and procedures.
The case managers achieve optimal return to work outcomes for our members by
applying early intervention processes and keeping the stakeholders fully
informed to ensure injured and ill members return to work as soon as
practicable.
Compensation claims
During the reporting period Comcare accepted liability for 50 new claims from
ACT Policing, consistent with previous reporting periods (51 in the 2010-11
financial year). However, of the 50 claims accepted, 42 related to injury and
illness sustained in 2011-12 with the remaining eight claims recording an injury
date earlier than this.
At 30 June 2012 there were 112 open compensation claims with Comcare. Half of
these are being actively managed by our rehabilitation case managers, with the
remaining claims being open for outstanding action by Comcare. This includes
reimbursement of medical and other expenses related to ongoing treatment for
members who have either returned to work or have resigned from the AFP, and
ongoing incapacity payments.
Table C.9.1 provides details of the type and average costs
to date for the 42 claims with an injury date within the reporting period.
Table C.9.1 - Type and cost of injuries 2011-12
Mechanism (injury major group)
Cost to date ($)
Future cost estimate ($)
Average cost to date ($)
Number of claims
Total cost ($)
Falls, trips and slips
57 013.28
189 820.00
5 701.33
10
214 623.85
Hitting objects with body
3 119.45
16 512.00
1 559.72
2
18 991.65
Being hit by moving objects
170 376.51
693 766.00
15 488.77
11
791 836.22
Sound and pressure
30 205.47
4 640.00
30 205.47
1
23 217.47
Body stressing
161 007.73
1 154 824.00
10 062.98
16
1 198 977.85
Heat, electricity and other environmental factors
-
-
-
-
-
Chemicals and other substances
-
-
-
-
-
Biological factors
-
-
-
-
-
Mental stress
3 703.36
15 740.00
3 703.36
1
19 431.88
Other and unspecified
3 731.15
3 285.00
3 731.15
1
3 805.80
Total
429 156.95
2 078 587.00
10 218.02
42
2 270 884.72
Data source: AFP SAP WH&S module at July 2012
Non-compensation cases
Our rehabilitation team managed seven non-compensation cases during the
reporting period, a decrease from the previous reporting period when 15 cases
were managed.
At 30 June 2012 all seven cases remained active and were being managed in
accordance with the AFP non-compensation policy.
Notified to Comcare
Eleven incidents were notified to Comcare during this reporting period. This
included two dangerous occurrences and nine incidents which caused serious
personal injury and required immediate medical treatment from a doctor or
hospital casualty.
Internal incident reporting data for ACT Policing shows a decrease of nearly
20 per cent in incident reports in 2011-12. Of the reported incidents, about 70
per cent continued to occur in the operational policing role.
Table C.9.2 illustrates reported safety incidents over a
three-year period.
Table C.9.2 - Number of workplace incident reports by
Mechanism of injury 2009-10 to 2011-12
Mechanism of injury
2009-10
2010-11
2011-12
Being assaulted by a person
25
57
32
Being bitten by an animal
0
1
1
Being hit by a person accidentally
0
2
5
Being hit by moving objects
25
5
4
Being trapped between stationary and moving object
0
1
3
Contact - biological substances (human)
27
7
14
Exposure - traumatic event
3
4
1
Exposure - environmental heat
0
0
2
Exposure - other environmental factors
0
3
6
Exposure - single, sudden sounds
0
0
1
Exposure - workplace or occupational violence
0
0
2
Fall from a height
9
10
7
Fall on same level
21
21
16
Hitting stationary object
21
9
11
Hitting moving object
0
0
2
Long-term exposure to sounds
0
0
2
Muscular stress while handling
35
24
20
Muscular stress while lifting
0
0
3
Muscular stress with no object handled
21
18
14
Other and unspecified contact
0
0
2
Repetitive movement, low muscle loading
8
5
3
Single contact with chemical
9
5
2
Stepping, kneeling or sitting
10
1
6
Suicide or attempted suicide
0
0
1
Unspecified mechanisms of incident
15
31
6
Vehicle accident
11
10
4
Work pressure
0
0
2
TOTAL
248
218
172
Data source: AFP SAP WH&S module at July 2012
Since the introduction of the new Workplace Health and Safety Act 2011
on 1 January 2012, the timeframe for reporting an incident has changed.
Incidents must now be reported as soon as circumstances permit, whereas the
previous Act required that reports be made within 24 hours for serious incidents
or four days for minor incidents.
Recording and measuring assaults against police
During the reporting period ACT Policing recorded 32 assaults against police.
Most of the injuries have not resulted in time off work or compensation
claims. The types of injuries sustained by members where, ‘assault by person or
persons’ as the mechanism of injury, exposure to body fluids (e.g. spit or
blood), soft-tissue injuries sustained during arrests, lacerations from being
bitten by offenders, and contusions suffered after being kicked or punched by
violent/non-compliant offenders.
Training and fitness activities accounted for about 20 per cent of all
incidents, predominantly resulting in muscular stress injuries (e.g.
sprain/strain). Training injuries continue to occur at a consistent rate but the
type of injuries sustained are not long-term in nature and generally require
minimal time off work.
Table C.9.3indicates that the number of
incidents resulting in lost time of a day/shift has decreased slightly from the
previous year and the average lost time rate remains consistent. However, the
number of lost working days has decreased during this reporting period,
indicating that the types of injuries sustained have been of a less serious
nature and therefore require less time off work before a return to full
operational duty.
Table C.9.3 - Lost time injury rates 2009-10 to 2011-12
lost time injury rates
2009-10
2010-11
2011-12
Lost time incident rate
3.17
1.41
1.09
Average lost time rate
11.82
23.69
24
Number of lost time incidents
28
13
10
Number of lost working days
331
308
240
Results are as per Australian Standard 1885.1-1990
Data source: AFP SAP OH&S module at July 2012
Definitions:
lost time incident rate - the number of lost time
incidents for each one hundred workers employed
average lost time rate - the average of working
days lost per lost time incident. This rate provides a measure of the severity
of injuries being experienced by workplaces over time.
C.10 - WORKPLACE RELATIONS
The new 2012-2016 AFP Enterprise Agreement was
approved by Fair Work Australia and came into effect on 8 March 2012. The
agreement provided a 4 per cent salary increase from 8 March 2012, and a one-off
productivity bonus of $500 (pro-rata) to eligible employees.
The agreement was developed as a result of extensive employee consultation
and bargaining with a large number of representatives. Throughout the bargaining
period staff were kept informed of developments and progress through regular
online communications (email and the AFP intranet) as well as a series of staff
meetings, focus groups and live streamed information sessions conducted by the
National Manager of Human Resources, Leanne Close.
Executive level members of the AFP fall under the conditions of the AFP
Executive Level Agreement 2011.
There were no ACT Policing members with a Special Employment Agreement or an
Australian Workplace Agreement during this reporting period.
C.11 - HUMAN RIGHTS
The nature of policing may, at times, require officers to
arrest or detain a person, whether on a criminal charge or on any other basis.
The rights of the individual under the Human Rights Act 2004 are
clearly understood by our officers, and they perform their duties in accordance
with the directions of the Act. ACT Policing understands and fully supports the
ACT Government’s commitment to the protection of human rights and the dignity of
people.
Recognition of this principle is embedded in the preamble of the
revalidated five-year Policing Arrangement (see Appendix
1) between the Australian and ACT governments and the AFP, which
was signed on 24 June 2011. The Policing Arrangement governs how policing
services are delivered to the ACT through the AFP.
In Australia the rule of law is maintained by a justice system made up of
independent but inter-operable component parts. As part of compliance with the
statutory framework of the ACT, public sector participants in the justice system
- including ACT Policing - are expected to promote and protect human rights when
exercising a function under an ACT law.
Education and training
In consultation with the ACT Human Rights Commission, a half-day human rights
workshop has been developed for our members. Officers are instructed in their
obligations to observe and act within human rights standards unless the law
explicitly authorises otherwise.
This training is mandatory for all sworn members and is made available to
unsworn members as required.
Human rights training is incorporated into the curricula for various courses
such as new recruits training (through the Federal Policing Development
Program), local procedures training and lateral police development programs, all
of which are delivered by Learning and Development at the AFP College in Barton.
This training is considered to be an essential component for all new officers in
the ACT so that they have a complete understanding of their obligations under
the Act while performing their duties.
More information about our training can be found at Section C.8 -
Learning and development.
Internal dissemination of information
The Act is provided to ACT Policing members in hardcopy and electronically,
and is uploaded on the AFP intranet for members to access as needed.
In addition, the brochures released by the Human Rights Commissioner, and
publications by the Justice and Community Safety Directorate, are made available
to all members and are displayed at the Belconnen, City, Woden, Tuggeranong and
Gungahlin police stations, as well as the Winchester Police Centre.
Liaison with the Human Rights Unit
ACT Policing, mainly through our Judicial Operations function, liaises with
the Human Rights Unit on matters relating to the protection of a person’s
rights, and the human rights of the community at large.
Human rights are an overarching consideration in every cabinet submission
that is prepared by ACT Policing and input is often sought from the Human Rights
Commission.
Review of (or preparations for) existing legislation
During the reporting period we contributed to several cabinet submissions
which included reviews of existing legislation and, while doing so, considered
human rights issues where appropriate.
More information about the legislation and policy documents reviewed by ACT
Policing during this reporting period can be found at Section B.4 -
Legislative report.
Litigation
We are not aware of any matters before the court which have involved
arguments concerning ACT Policing and the Human Rights Act
2004.
C.12 - STRATEGIC BUSHFIRE MANAGEMENT PLAN
During the reporting period we contributed to the ACT
Strategic Bushfire Management Planthrough the ACT
Government’s Security and Emergency Management Planning Group.
ACT Policing is not a manager nor an owner of unleased Territory land so we
do not have reporting requirements under the Emergency Act 2004(s. 85).
We have not been notified of the requirement to prepare a Bushfire
Operational Plan by the Emergency Services Agency nor have we received any
directions from the Minister for Police and Emergency Services relating to
undertaking activities under the ACT Strategic Bushfire Management
Plan.
C.13 - STRATEGIC ASSET MANAGEMENT
Assets managed
The majority of facilities and infrastructure used by ACT Policing is owned
by the ACT Government. Asset management for these facilities and infrastructure
is the responsibility of the Justice and Community Safety (JaCS) Directorate, in
conjunction with ACT Policing. We are currently developing a Strategic Asset
Management Plan for assets owned by the ACT Government with JaCS to ensure
the joint strategic management of these assets.
ACT Policing managed assets with a total value of $14.5 million (at 30 June
2012). The majority of these assets are either operational or office-related.
During the financial year we purchased a number of items of specialist police
equipment and completed fit-out works that increased leasehold improvement
assets.
Table C.13.1 - Assets management 2011-12
Total value of assets managed at 30 June:
$14.5 million
Building property assets:
ACT Policing is housed within 11 facilities, seven of which are owned
by the ACT Government. The remaining four facilities are leased by the
AFP.
Land:
N/A
Infrastructure (no. and km):
N/A
Urban parks:
N/A
Other:
For more information, see the JaCS and AFP annual
reports.
Table C.13.2 - Assets added 2011-12
Asset
Details
Belconnen Police Station
The new Belconnen Police Station on Benjamin Way, adjacent to the
Winchester Police Centre, replaced the former station at Lathlain Street,
Belconnen.
Table C.13.3 - Surplus assets 2011-12
Asset
Action
Former Belconnen Police Station
This building was decommissioned due to the opening of the new
Belconnen Police Station on Benjamin Way.
Asset maintenance and upgrade
During this reporting period ACT Policing undertook upgrades to leasehold
improvements ($1.5 million), radio infrastructure ($0.3 million) and specialist
bomb response equipment ($0.7 million).
The main areas of repairs and maintenance for the year were facilities at the
City and Tuggeranong police stations, and the Winchester Police Centre.
A condition audit was conducted for all ACT Government-owned facilities
(except the new Belconnen Police Station). The audit assessed the required
condition for the facilities as ‘good’. The assessed condition for all the
facilities was below the required level. Condition issues identified in the
audit will be addressed by planned maintenance and upgrades over the coming
years.
More information on essential facilities upgrades can be found at
Section C.14 - Capital works.
Table C.13.4 - Asset maintenance 2011-12
Asset type
Percentage of assets audited
Condition of asset
Number of audits
Winchester Police Centre
100%
Good - Fair
1
Traffic Operations Centre
100%
Fair
1
Gungahlin Police Station
100%
Fair
1
Tuggeranong Police Station
100%
Fair
1
Woden Police Station
100%
Fair
1
City Police Station
100%
Fair
1
Office accommodation
ACT Policing has staff housed across 11 separate facilities in the ACT,
including five police stations.
Table C.13.5 - Office accommodation by number of staff/area
occupied 2011-12
Building name/type
Number of staff
Area occupied (sqm)
Average area occupied by each employee (sqm)
Winchester Police Centre
314
5 888
18.69
Belconnen Police Station
88
2 800
31.82
Traffic Operations Centre
48
1 379
28.73
Gungahlin Police Station
34
226
6.65
Tuggeranong Police Station
80
2 648
33.10
Woden Police Station
78
2 011
25.78
City Police Station
185
4 243
22.94
Water Operations Facility (leased)
4
300
75.00
Specialist Response and Security Complex (leased)
47
2 068
44.00
AFP Weston Complex (leased)
5
250
45.00
Exhibit Management Centre (leased)
22
4 208
191.27
Notes:
‘Number of staff’ represents the staff included in
the ACT Policing business unit at the time of the final pay for the financial
year.
‘Average area occupied’ in each facility is the total
floor area and includes non-office and office environments. It is not
practical to separate non-office and office environments in the majority of
ACT Policing facilities. Non-office environments include interview rooms,
holding cells, the ACT Watch House, property rooms, vaults, gun unload bays
and areas for storage of exhibits and equipment.
C.14 - CAPITAL WORKS
ACT Policing completed several capital works projects
during this reporting period. Of particular note was the new purpose-built
Belconnen Police Station on Benjamin Way which was officially opened on 30 March
2012 by Chief Minister for the ACT, Katy Gallagher, Minister for Police and
Emergency Services, Simon Corbell, AFP Commissioner, Tony Negus and Chief Police
Officer for the ACT, Roman Quaedvlieg and members of Belconnen Police
Station.
New works
The following works were started and completed during this reporting
period.
Table C.14.1 - New works 2011-12
New works project 1
Project:
City Police Station refurbishment
Description:
Refurbishment of internal accommodation
Business unit:
North District - General Duties, Judicial Operations, Criminal
Investigations, Video Operations Team (Media and Marketing) and Crime
Prevention
Estimated completion date:
February 2012
Completion date:
March 2012
Original project value:
$200 000
Revised project value:
$276 000
Current-year expenditure:
$276 000
Financially completed?
Yes
Contact details of relevant capital works officer:
Finance and Logistics
Comments:
The works were completed in March 2012.
The refurbishment involved works on all three floors of the station.
The works have allowed for the individual functions housed in the station
(General Duties, Judicial Operations, Criminal Investigations and Crime
Prevention) to be located in their own distinct areas. The functional
co-location of staff improves the operational efficiency of these areas.
The works have also increased the usable space and functionality of the
general duties area on the ground floor.
New works project 2
Project:
New boiler - City Police Station
Description:
Installation of new boiler at City Police Station
Business unit:
North District - City Police Station
Estimated completion date:
June 2012
Completion date:
June 2012
Original project value:
Part of $338 000 of funding provided for the City Police Station boiler
replacement, and storm-proofing to the Tuggeranong and Woden Police
Stations
Revised project value:
$260 000
Current-year expenditure:
$260 000
Financially completed?
Yes
Contact details of relevant capital works officer:
Refer to Capital Works and Infrastructure - Justice and Community
Safety (JaCS) Directorate
Comments:
The two previous boilers were at the end of their useful lives. They
have been replaced with four smaller units that will provide better fuel
efficiency and overall performance. Additional upgrading of pipe work,
cowling/duct work to the new units has also been completed.
The new boilers will ensure the station retains adequate climate
control.
New works project 3
Project:
Tuggeranong Police Station works
Description:
Repairs to cells and CCTV equipment
Business unit:
South District - Tuggeranong Police Station
Estimated completion date:
June 2012
Completion date:
June 2012
Original project value:
$40 000
Revised project value:
$33 000
Current-year expenditure:
$33 000
Financially completed?
Yes
Contact details of relevant capital works officer:
Refer to Capital Works and Infrastructure - JaCS
Comments:
These works are part of the annual capital upgrade program and address
a number of building defect issues as well as CCTV monitoring equipment.
Completed works
The following works were completed during this reporting period but started
in prior reporting periods.
Table C.14.2 - Completed works 2011-12
Completed project 1
Project:
Belconnen Police Station
Description:
Construction of the new Belconnen Police Station
Business unit:
North District - General Duties
Estimated completion date:
November 2011
Completion date:
January 2012
Original project value:
This project was managed by ACT Procurement Solutions and funded
directly by JaCS.
Revised project value:
This project was managed by ACT Procurement Solutions and funded
directly by JaCS.
Prior-year expenditure:
This project was managed by ACT Procurement Solutions and funded
directly by JaCS.
Current-year expenditure:
This project was managed by ACT Procurement Solutions and funded
directly by JaCS.
Financially completed?
Yes
Contact details of relevant capital works officer:
Finance and Logistics
Comments:
The works were completed in January 2012 and the station was officially
opened in March 2012. The new Belconnen Police Station is situated next to
the Winchester Police Centre and was designed to replace the 35-year-old
station on Lathlain Street.
The new station’s design aims to achieve a high green-star rating with
initiatives such as rain water harvesting, solar hot water systems and a
chilled beam air-conditioning system.
The new station features a public access foyer and counter as well as
holding cells, incident rooms, welfare counselling rooms and a victims of
crime room. The new building also reflects community needs and addresses
some of the issues encountered over the past years at the former station,
specifically taking into account community feedback.
More information about the official opening of the Belconnen Police
Station can be found at Section A.3 - Highlights.
More information about the Belconnen Police Station open day can be
found at Section B.1 - Community
engagement.
Completed project 2
Project:
Specialist Response and Security (SRS) Complex
Description:
Relocation of SRS to a new leased facility
Business unit:
SRS
Estimated completion date:
August 2011
Completion date:
August 2011
Original project value:
$1.3 million (capital fit-out)
Revised project value:
$1.4 million (capital fit-out)
Prior-year expenditure:
$1 million (capital fit-out)
Current-year expenditure:
$0.4 million
Financially completed?
Yes
Contact details of relevant capital works officer:
Finance and Logistics
Comments:
This is a new lease. The new facility is a lease of an existing
facility with a purpose-built fit-out to meet the requirements of the SRS.
Specialist Tactical, Canine, Negotiators and SRS Management are located in
the new facility.
More information about the opening of the SRS complex can be found at
Section A.3 - Highlights.
Completed project 3
Project:
Police Operations Centre
Description:
Redevelopment of the emergency control centre
Business unit:
ACT Policing Operations - Emergency Management and Planning
Estimated completion date:
August 2011
Completion date:
August 2011
Original project value:
$400 000
Revised project value:
$150 000
Prior-year expenditure:
$130 000
Current-year expenditure:
$20 000
Financially completed?
Yes
Contact details of relevant capital works officer:
Finance and Logistics
Comments:
The refurbishment of the Police Operations Centre (POC) included the
construction of a theatrette-style room and enhanced infrastructure to
meet the demands of a dynamic work environment when responding to critical
incidents. When not in use for major event and emergency management
purposes, the POC is used as a multi-purpose training room. The
workstation configuration offers an increase of 130 per cent in capacity.
Technology enhancements support the command and control function of the
POC, which includes additional inputs such as CCTV and MeshNet video
streams to further enhance investigations.
The catalyst for the POC redevelopment was a review of the existing
infrastructure which identified the need for improvements to reflect
current methodologies in emergency management.
Works in progress
The following works were in progress at the end of this reporting period.
These works are managed by JaCS but relate to ACT Policing facilities.
Table C.14.3 - Works in progress 2011-12
Work in progress project 1
Project:
Storm/weather-proofing
Description:
Works to reduce the risk of storm damage to Tuggeranong and Woden
Police Stations
Business unit:
South District - General Duties
Year of approval:
2010-11
Estimated completion date:
30 September 2012
Original project value:
Part of $338 000 of funding provided for the City Police Station boiler
replacement and storm-proofing to Tuggeranong and Woden Police
stations
Revised project value:
$50 000
Prior-year expenditure:
Nil
Current-year expenditure:
$20 000
Total expenditure to date:
$20 000
Contact details of relevant capital works officer:
Refer to Capital Works and Infrastructure - JaCS
Comments:
This project addresses issues at the Tuggeranong and Woden police
stations which require storm/weather-proofing to prevent major water leaks
during heavy rain periods.
At the end of the reporting period, some works at Tuggeranong had been
completed. However, a consultant’s report is pending which will outline
further works required at both
stations.
The
new Belconnen Police Station was a major work completed during this reporting
period
C.15 - GOVERNMENT CONTRACTING
As the community policing arm of the AFP - a Commonwealth
Government agency - we operate within the Commonwealth Financial Management and
Accountability framework.
Under this framework, ACT Policing is required to comply with the
Commonwealth Financial Management and Accountability Act 1997, Financial
Management and Accountability Regulations 1997, Financial Management and
Accountability Orders 2008 and Australian Government procurement
guidelines. This ensures that our procurement processes comply with the core
principles of value for money and ethical use of public funds.
Procurement principles and processes
Under the Australian Government procurement guidelines, the AFP is required
to undertake the following in relation to purchasing activity:
advertise all open approaches to the market on AusTender
require procurements valued at $80 000 or more to be conducted through
open approaches to the market (select tendering and direct sourcing for
procurements valued at $80 000 or more are only allowed in limited
circumstances)
report the details of all awarded procurement contracts and purchases
valued at $10 000 or more on AusTender within six weeks of entering into the
arrangement.
The AusTender website can be accessed at tenders.gov.au.
External sources of labour and services
Tables C.15.1 and C.15.2 show consultants
and contractors procured by ACT Policing during this reporting period.
Table C.15.1 - Consultancy costs 2011-12
Consultancy group
Amount ($)
Services provided
Point Project Management Pty Ltd total
26 690
Facilities feasibility report
Reino International total
40 766
Autocite maintenance
SupportLink Australia
238 079
Online referral services
GHD Pty Ltd
13 888
CCTV consultancy
Grey Canberra Pty Ltd
41 000
Market research
CB Richard Ellis Pty Ltd
5 000
Property valuation
Gibson Quai Pty Ltd
72 357
Systems review
Total
437 780
Table C.15.2 - Contractor costs 2011-12
Contractor group
Amount ($)
Services provided
Effective People
4 583
Temporary employment services
Australian Public Service Commission
18 401
Independent Selection Advisory Panel
Australian Red Cross ACT
48 217
National registration and inquiry system
Oakton AA Services
126 152
Temporary employment services
Total
197 353
C.16 - COMMUNITY GRANTS AND SPONSORSHIP
Playing an active role in the community is a key component
of our crime prevention strategy. This approach includes providing community
grants, assisting community programs and sponsoring initiatives in support of
crime prevention, with a particular focus on young people at-risk of crime or
becoming a victim of crime, and their families.
Grants, sponsorships and assistance
During the financial year we worked with a number of stakeholders to deliver
and provide funding in support of the community.
Recipient
Project description
Outcomes
Amount
Skyfire 2012
ACT Policing combined operational efforts with a direct community
engagement campaign to increase awareness of the dangers of under-age
drinking, binge drinking and anti-social behaviour during Skyfire 2012.
A campaign supported our sponsorship of Skyfire, which also included
on-the-ground efforts with our officers.
ACT Policing’s sponsorship of Skyfire was very positive from a
profiling and enforcement perspective.
Significant media coverage was received, and just 12 teenagers were
taken into custody - a 60 per cent decrease from the previous year’s
event.
$33 000
Neighbourhood Watch (ACT)
Our funding supports valuable crime prevention strategies to assist in
the promotion and operational activities of the ACT Neighbourhood Watch
Program.
This program benefits the community as it encourages residents to take
personal and social responsibility to help maintain the safety, wellbeing
and security of their neighbourhood.
This program is aimed at reducing crime, especially property crime
(burglary) and crime against the person/individuals.
$21 000
Eid al-Fitr festival
ACT Policing continued its commitment to the Eid al-Fitr through
sponsoring the 2011 festival. In 2010 ACT Policing developed and managed
Canberra’s inaugural Eid al-Fitr which attracted approximately 5000
people.
The Eid al-Fitr is an annual holy day and festival in the Islamic
calendar to celebrate the end of the fasting month of Ramadan.
Members of ACT Policing attended the festival, enabling direct
engagement with the Muslim and broader community.
$10 000
Safety House program
Funding provides support to valuable crime prevention programs across
the ACT.
This funding assists in the running of the Safety House program,
including its community programs targeting adults and children.
Safety House is a community-based program providing a safer environment
for children in particular. Safety House has grown directly from the
concerns of parents for the safety of children and other vulnerable
members of the community.
$5000
Street Warriors performance - Northside Community Service
Incorporated
Funding was provided for the Street Warriors to perform at the
Northside Community Centre in October 2011.
The Street Warriors are brothers who pioneer Indigenous hip hop
music.
Our Aboriginal and Torres Strait Islander (ATSI) officers attended the
performance, helping to build rapport with our local Indigenous
communities.
$3000
Northside Community Service Incorporated - Kick Start (holiday
program)
The Kick Start holiday program aims to engage entire ATSI families and
extended family members in activities to improve the social resilience of
repeat offenders.
The Kick Start program also helps to build a social support network
around the families to assist with breaking the cycle of crime.
Members of our Crime Prevention function attended the activities during
the program.
This helped to build relationships with the Indigenous communities
living in the ACT.
$2727
Special Kids Christmas Party
Funding provides sponsorship for this event, supporting disadvantaged
and special needs children and their families.
Crime Prevention actively supports this event in conjunction with a
number of ACT organisations each year.
More than 100 members were involved in the event. The funding supports
those in need, and is part of our community engagement.
$2500
ACT Debating Union Incorporated
Our funding provides support for the non-profit debating organisation
which organises debating competitions for junior students (from Years
6-8), intermediate students (from Years 9 and 10) and senior students
(from Years 11 and 12) from ACT schools and the community.
The event was attended by one of our Youth Liaison Officers to
strengthen relationships with young people in the ACT community.
$1364
Northside Community Service Incorporated - NAIDOC Ball
Crime Prevention provided sponsorship for the NAIDOC Ball.
Our ATSI officers attended the NAIDOC Ball to further build
relationships with people from ATSI backgrounds in the community.
$1207
ACT
Policing’s sponsorship of Skyfire 2012 proved positive from an awareness raising
and enforcement perspective
C.17 - TERRITORY RECORDS
As the community policing arm of the AFP, ACT Policing
does not have a Records Management Plan in the form required under the
Territory’s legislation. However, we do follow strict protocols in relation to
the creation, capture, storage and destruction of records, particularly those
records used for evidentiary or investigation purposes.
The AFP’s National Guideline on the Management of Records sets out
the procedures AFP personnel, contractors and consultants must follow in
managing official AFP information.
Our records are managed in accordance with specific record-keeping
obligations, governed by the following legislation:
We did not receive any requests for assistance in the
preparation of the State of the Environment Report, nor have we been subject to
any investigations by the Commissioner during this reporting
period.
C.19 - ECOLOGICALLY SUSTAINABLE DEVELOPMENT
As a Commonwealth Government agency, the reporting
requirements of the ACT Environment Protection Act 1997 do not apply to
us. However, we do take our responsibility towards the environment
seriously.
Addressing ecological sustainable development
Environmentally sustainable principles and practices are being integrated
into the design, construction and operation of our facilities, including:
energy consumption minimisation
water consumption minimisation
waste minimisation
consideration of the environmental impact of materials, furniture,
fixtures and finishes, including whole-of-life costing, emissions
minimisation, materials-waste minimisation, recycled content and use of
renewable materials
development and implementation of an environmental management system,
certifiable under ISO 14001.
We ensure that environmental considerations are taken into account when
purchasing office furniture and equipment. We also have a comprehensive
recycling program for paper, toner cartridges, metal and fluorescent tubes.
Transport
The total ACT Policing fleet at 30 June 2012 comprised 197 motor vehicles and
27 motorcycles. Table C.19.1 shows the breakdown of vehicles by
fuel type and the estimated greenhouse emissions.
Table C.19.1 - Vehicles by fuel type 2011-12
Fuel type
Vehicles
Estimated carbon dioxide emissions (tonnes)
LPG
1
4
Hybrid
1
1
Diesel
56
434
ULP
166
919
Total
224
1358
During this reporting period we continued to meet the targets set by the
Australian Greenhouse Office in relation to the number of vehicles achieving a
Green Vehicle Guide score of more than 10. We also continued to encourage the
use of ethanol-blended fuels during the reporting period.
Water
Total water consumption across our facilities during this reporting period
was 14 852 kilolitres.
Energy use and greenhouse emissions
Table C.19.2 below shows our energy use and associated
carbon dioxide emissions. The table also includes an estimate of emissions as a
result of waste based on the average full-time equivalent staff during this
reporting period.
Table C.19.2 - Energy use and associated carbon dioxide
emissions 2011-12
Energy type
Usage
Estimated carbon dioxide emissions (tonnes)
Electricity
6 445 708 kWH
7197
Gas
19 302 774 MJ
1376
Waste
910 average full-time equivalent
1373
Total
9 946
The total estimated carbon dioxide emissions for ACT Policing during the
reporting period was 11 304 tones (1358 from vehicles and 9946 from energy use
and waste). The slight increase from 10 277 tonnes of carbon dioxide emissions
in the previous reporting period is due to an increase in the number of ACT
Policing facilities used during the year (including an overlapping period for
the new and old Belconnen Police Stations).
More information about our greenhouse emission reduction initiatives can be
found at Section C.20 - Climate change and greenhouse gas
reduction.
Measures to improve ecologically sustainable development
ACT Policing is working in partnership with the Justice and Community Safety
(JaCS) Directorate to continually review the approach to ecologically
sustainable development (ESD), particularly in relation to capital works and
accommodation.
Many of our existing facilities were not originally constructed to high ESD
standards. Together, we have developed a five-year strategic accommodation plan
that will ensure a consistent approach to ESD in future upgrades, noting that
our carbon footprint will necessarily be larger than other agencies given the
24-hours-a-day, seven-days-a-week nature of policing business. The plan also
presents a staged approach to how we address ecological sustainable development
in future buildings, an example of which is the recent construction of the new
Belconnen Police Station.
A key priority of the plan, which would significantly improve our ESD, is to
consolidate several inefficient facilities to a single five-star ‘green’
facility which will become ACT Policing’s headquarters, accommodating
administrative and centralised functions.
New Belconnen Police Station
The new Belconnen Police Station was designed and built based on specific
environmental sustainability design requirements. Some important features of the
design were:
including a specialist ESD consultant in the design team
achieving the highest possible Green Star Rating for a police station,
given its specific functionality and operating environment
meeting the requirements of the National Australian Built Environment
Rating System for future measurement of operational performance.
The new station is an environmentally friendly building with several key
features that encourage less energy and water use. These include a rain-water
harvesting system, solar hot water systems, a chilled beam air-conditioning
system and natural light penetration to reduce the demand on artificial
lighting.
The station now serves as a blueprint for all future stations.
More information about the Belconnen Police Station can be found at
Section A.3 - Highlights.
C.20 - CLIMATE CHANGE AND GREENHOUSE GAS REDUCTION
As the community policing arm of the AFP, we are
classified as a Commonwealth Government agency, and while the Climate Change
and Greenhouse Reduction Act 2010 does not necessarily relate to us, we do
take our environmental responsibility seriously.
During this reporting period we initiated several strategies to address
climate change and greenhouse gas emissions, aligning to targets set out in Part
2 of the Act.
Target: zero net emissions by 30 June 2050
We have initiated several strategies to reduce overall emissions and energy
consumption from our buildings and vehicle fleet during this reporting period.
With the exception of the specialised large heavy vehicle fleet, we now ensure
all vehicles comply with the Australian Government carbon dioxide emission
guidelines and we have started rolling out the latest in efficient vehicles
which operate on GAS fuel and hybrid technology.
However, in terms of providing a 24-hours-a-day, seven-days-a-week police
response, our operational requirements can sometimes restrict our ability to
achieve reductions in greenhouse gas emissions.
We have been working with the Justice and Community Safety (JaCS) Directorate
to finalise a five-year strategic accommodation plan. This plan aims to improve
the environmental sustainability for current and future operational and
non-operational accommodation.
The reduction of greenhouse gas emissions was a particular focus of the new
Belconnen Police Station, which boasts several environmentally sustainable
features.
We will continue to work with JaCS to ensure such environmental elements are
at the forefront in planning all new facilities and when undertaking major
refurbishments.
More information about the official opening of the Belconnen Police Station
can be found at Section A.3 - Highlights.
Target: reduced emissions by 30 June 2020, reducing further by 30 June 2050
A key priority for us, and of the strategic accommodation plan, is to
consolidate several inefficient facilities to a single five-star ‘green’
facility accommodating administrative and centralised functions.
Including our five police stations and purpose-built Specialist Response and
Security complex and Exhibit Management Centre, we work across 11 facilities,
all contributing to the emission of greenhouse gases. In recognising this, we
continue to work towards reductions in greenhouse gas emissions.
The new Belconnen Police Station has a number of five-star sustainability
features to help reduce the building’s carbon footprint in line with the ACT
Government’s goal of a 40 per cent reduction in greenhouse gas emissions.
Rainwater harvesting, solar hot water systems and chilled beam air conditioning
for a healthier and more sustainable working environment are some of the energy
saving fixtures included in the new station design which sets a new benchmark
for environmentally sustainable Territory-owned buildings and police stations
Australia-wide.
Target: reduced greenhouse gas emissions per person from 30 June 2013
Our identified initiatives outlined above work in line to reach the per
person target by 30 June 2013.
C.21 - ABORIGINAL AND TORRES STRAIT ISLANDER REPORTING
We are committed to improving outcomes for our Aboriginal
and Torres Strait Islander (ATSI) community and supporting the
whole-of-government ATSI policy approach. This is predominantly driven through
our work in the justice system, our crime prevention team and, more
specifically, our ATSI Community Engagement Team.
At 31 December 2011 the estimated resident population of the ACT was
approximately 370 700. The 2011 Census of Population and Housing found the
resident population of ATSI people in the ACT was 5183. This represents
approximately 1.39 per cent of the local ACT population.
The median age for the ACT’s ATSI population was 22 years, with around one in
three (32.6 per cent) being under 15 years of age. Just 2.1 per cent of this
population is aged 65 and over, the lowest of any State or Territory.
As shown in Table C.21.1, during this reporting period 15.8 per
cent of all people taken into custody by ACT Policing identified as being of
ATSI descent. Of those people arrested (excluding people arrested for protective
custody for intoxication), 18 per cent (487 people) identified as ATSI.
ATSI juveniles accounted for 28.2 per cent (125 people) of all juveniles
taken into custody during this reporting period.
Of all the people taken into protective custody for intoxication, 11 per cent
identified as being of ATSI descent.
The overall figures for this reporting period have remained relatively steady
compared with the previous reporting period. The completion of a number of very
influential programs, including the Murra Project and the Kickstart program, may
have affected these results: the programs are being evaluated to determine
outcomes and help decide our future approach.
Table C.21.1 - Number of people lodged in custody
2011-12
People arrested
Protective custody intoxication
Total in custody
Male
Female
Total
Male
Female
Total
Male
Female
Total
Juvenile
Indigenous
88
30
118
3
4
7
91
34
125
Non-Indigenous
227
54
281
20
18
38
247
72
319
Total
315
84
399
23
22
45
338
106
444
Adult
Indigenous
304
65
369
96
29
125
400
94
494
Non-Indigenous
1608
333
1941
890
137
1027
2498
470
2968
Total
1912
398
2310
986
166
1152
2898
564
3462
Total
2227
482
2709
1009
188
1197
3236
670
3906
Source: PROMIS at 2 July 2012
ATSI Community Engagement Team
The ATSI Community Engagement Team - consisting of one sergeant, two sworn
officers, one Protective Service Officer and one unsworn member - is a dedicated
team whose primary role is to enhance communication and understanding between
ACT Policing and the ATSI community within the ACT. During this reporting period
the team participated in a range of activities aimed at establishing and
maintaining positive relationships within the ATSI community, and reducing the
rate of ATSI people in the criminal justice system.
The team facilitates a number of programs that offer ATSI people alternatives
to being involved in crime. These programs are designed to develop interpersonal
skills, confidence and self-worth for those identified as ‘at risk’.
This focus is driven by our commitment to the 2010-2013 Aboriginal
Justice Agreement (AJA), which is a partnership agreement between the ACT
Government and the ACT’s ATSI elected body.
Aboriginal Justice Agreement
The AJA is a major commitment of the ACT Government, seeking to address the
law and justice needs of ATSI people in the ACT. To ensure the objectives of the
agreement are achieved, a reporting framework has been developed to monitor the
progress of all actions.
This reporting framework outlines progress against each of the 105 identified
tasks and ensures compliance with, and review of, the agreement before it
expires in 2013. The objectives of the AJA are to:
reduce over-representation of ATSI people in the criminal justice system
improve access to justice services for victims and offenders
improve collaboration between stakeholders to improve justice outcomes and
service delivery
facilitate ATSI people taking a leadership role in addressing their
community justice concerns
reduce inequalities for ATSI people in the justice system.
We work with our government and non-government partners to fulfil our
commitments to the AJA and to provide better services and engagement with the
ATSI community in the ACT.
Programs and activities managed or delivered
As part of our ongoing commitment to the AJA, we have continued to facilitate
and deliver a number of programs and activities to enhance and empower the ATSI
community in the ACT.
The ATSI Community Engagement Team facilitates a number of programs for ATSI
people that are designed to develop interpersonal and team-building skills for
those people identified as at risk, and to offer alternatives to involvement in
crime.
Interview Friends Program
In partnership with the Aboriginal Justice Centre (AJC) we maintain the
Interview Friends Program. This program ensures that an ‘interview friend’ is
provided to all Aboriginal and Torres Strait Islanders who require or request
this service. Regular training is provided by the AJC to ensure that all
volunteers maintain their knowledge and skills.
The ATSI Community Engagement Team is responsible for ensuring the currency
of contact information for the Interview Friends Program.
‘Front Up’ program
Research conducted by the Australia New Zealand Policing Advisory Agency
(ANZPAA) confirms the over-representation of ATSI people’s involvement in crime,
both as victims and offenders. It is estimated that around one-third of arrests
of ATSI people in the ACT are for breaches of bail or failing to appear in
court.
ACT Policing, in conjunction with the various agencies, developed the ‘Front
Up’ program to provide ATSI people a mechanism to voluntarily surrender
themselves to the courts without having to be processed by the ACT Watch House.
The program has been very successful and is viewed as a major step forward in
fostering positive relationships between police, the AJC and the ATSI community
in the ACT, as well as reducing the number of ATSI people being placed in
custody.
NAIDOC Week
In July 2011 we participated in a number of NAIDOC Week activities and
events, including the official Flag Raising Ceremony at AFP headquarters in
Barton and the NAIDOC Touch Football competition.
We also continued our funding of the NAIDOC Week Family Fun Day which was
held at Boomanulla Oval, Narrabundah.
Kickstart program
The Kickstart program focuses on ATSI people who have become disengaged from
the community and service provision. The program runs in partnership with
Northside Community Service Incorporated and is a conduit for ATSI people to
re-engage with service providers and their local community.
During this reporting period three programs were facilitated by Northside
Community Services Incorporated and supported by ACT Policing.
AFP Girl Power
The Girl Power program has been developed to increase the engagement of
high-risk young ATSI women/girls in recreational activities, community-based
projects and cultural awareness programs.
The aim of the program is to help reduce the rate of young ATSI women
involved in crime, and to promote positive relationships between ACT Policing
and the ATSI community. This initiative has been led by ACT Policing in
partnership with Northside Community Services Incorporated and the Police and
Community Youth Club (PCYC).
The ATSI Community Engagement Team entered a team (AFP Girl Power) in the
Women’s Touch Football ACT 2011 Winter Domestic Competition. The team comprised
ATSI women aged 14 to 35 years who had had some form of contact with the ACT
criminal justice system, as well as our members.
This program fostered positive relationships between ACT Policing and the
ATSI community and provided a vehicle for honest and open communication about
issues and barriers that these women were encountering in their lives.
The ATSI Community Engagement Team also developed a women’s
boxing/fitness program in partnership with the PCYC and the AJC.
This initial six-week pilot program was targeted at young ATSI mothers who
have young children and are often unable to attend social/fitness activities in
the community. The participants in this program were provided with transport to
and from the PCYC, a qualified boxing/fitness trainer, a healthy lunch and
childcare for the duration of the session.
We have referred six participants to this program and, with interest
growing, will begin talks with both the PCYC and AJC about the continuation of
the program into the next financial year.
Operation MPower
The MPower committee was established under the auspices of the
ACT Chief Minister’s Task Force on Aboriginal and Torres Strait
Islander Affairs. The aim of the committee is to provide practical
measures for at-risk families through frontline service delivery agencies to
build their capacity to engage and to seek solutions to a range of issues that
affect them.
As the lead agency, we are instrumental in forming and driving the
MPower committee. This whole-of-government response is represented by the ACT
Housing and Community Services Directorate, ACT Health, the Justice and
Community Safety (JaCS) Directorate, the Education and Training Directorate,
Housing ACT, ACT Corrections, ACT Courts and Tribunals and ACT Mental Health.
The committee aims to coordinate the various services and agencies
to help disadvantaged ATSI families and individuals.
The direction and make-up of the MPower committee is currently under
review to ensure the appropriate participants are involved and to re-align the
focus of the committee.
Pathways program
This program focuses on re-empowering ATSI people who have become entrenched
within the judicial system by providing them with alternatives to crime-related
activities such as employment, transport, and assisting in generating a
legitimate income.
The aim of this program is to reduce the rate at which ATSI people come into
contact with the judicial system and provide them with the opportunity to
legitimately earn a living and support their family.
CHANCES program
The CHANCES program - Community Helping Aboriginal
Australians to Negotiate Choices leading to Employment and Success - is a
holistic program specifically designed for ATSI people.
This program was targeted at ATSI people who were deemed to be at risk of
homelessness, re-offending or facing long-term unemployment. The participants
had some experience with the criminal justice system, while others were under
the care of the Office for Children, Youth and Family Support. The program also
involved and supported the participants’ immediate families through a dedicated
homework club and child care service at the training facility.
This program incorporates:
nationally recognised training - a full Certificate
1 in Work Preparation (Community Services) plus four units from Certificate I
in Business
work experience - a period of work experience
within the community sector, the private business sector or the ACT or
Australian Public Service
support and mentoring - from a range of government
and non-government service providers who share a common aim to provide
sustainable outcomes for ATSI people deemed to be particularly disadvantaged
in the areas of health, education, training and employment, and who continue
to experience economic disadvantage.
Skills gained from this training provide participants with an opportunity to
access casual/part-time/full-time employment or voluntary service within the
wide scope of the community services industry.
We are supporting Capital Careers, Northside Community Services Incorporated
and the AJC in delivering the CHANCES Program.
Along with aligning to the AJA, the CHANCES program also addressed key
aspects of the Young People’s Plan 2009-2014 in improving
service delivery to vulnerable young people, and helping young people to
participate in education, training and employment.
During this reporting period the CHANCES program ran from 14 February to 24
May 2012.
Police and Community Youth Club programs
We have developed a closer relationship with PCYC during this reporting
period, including a greater participation in PCYC‘s ATSI programs.
The PCYC has many recreational programs based on early intervention, crime
prevention and youth crime diversion for young people who are vulnerable or in
need. These programs aim to offer high adrenaline, positive, safe risk-taking
activities that young people can enjoy in order to demonstrate diverse
possibilities for lifestyle choices and better pathways.
The ReSET Program is the Canberra PCYC’s intensive program that offers
engagement for young people in need of significant support. Case management is
also offered to participants and their families/carers. The program focuses on
assisting young people who have had involvement with the juvenile justice
system, have recently left Bimberi, and/or are currently disengaged with their
education/vocation.
We refer clients into this program and also offer support and assistance to
the participants and their families throughout the program.
In partnership with the PCYC we also facilitate and participate in a men’s
touch football team as part of the ACT winter touch football competition.
This team consists of approximately six to eight at-risk ATSI men, most of
whom are currently involved in the criminal justice system in some way. There
are also a number of members from ACT Policing playing in the team. The program
provides the opportunity to break down the barriers and prejudices between the
police and the ATSI community through the teamwork and camaraderie of a sporting
team environment.
ATSI Restorative Justice Trial
Between 1 May and 31 October 2011 we partnered with the Restorative Justice
Unit in a trial where all eligible ATSI young people who it was alleged had
committed an offence were referred to restorative justice as a diversion from
the criminal justice system.
The trial was successful in doubling the referrals during this reporting
period compared with the previous one. We also achieved 100 per cent compliance
for those who were found suitable and participated in a diversionary
conference.
This initiative was supported in an effort to provide a diversionary pathway
for this cohort, impact on the disproportionate incarceration rate of ATSI young
people and to align with ours and the ACT Justice Diversion Blueprint and the
Overcoming Indigenous Disadvantage Report.
To maintain the focus on this section of our community, at May 2012 ACT
Policing had undertaken to support this trial for a further 12-month period.
Progress against strategic areas for action
ACT Policing runs and refers to a number of programs which align with the
relevant strategic areas for action and change indicators outlined in the
Overcoming Indigenous Disadvantage Report produced by the Productivity
Commission.
Economic participation
As outlined above, the CHANCES program is a holistic program (Certificate I
in Business) specifically designed for ATSI people who are deemed to be at risk
of homelessness, re-offending or facing long-term unemployment. Skills gained
from this training will provide participants with an opportunity to access
casual/part-time/full-time employment or voluntary service within the wide scope
of the community services industry.
The CHANCES program began on 14 February 2012 with 18 participants enrolled
at this time. At the conclusion of the course 12 people graduated from the
program, and of these:
four participants have obtained employment at the completion of the
training
one participant has started her own small business
five participants will be enrolling in the Certificate ll in
Business with Capital Careers
two participants are waiting to confirm an ACT ATSI traineeship
position.
Safe and supportive communities
Participation in organised sport, arts or community group activities
Involvement in organised sport activities has the potential to lead to
improvement in many areas of ATSI disadvantage, including health, physical and
mental wellbeing as well as the opportunity to break down barriers.
In partnership with PCYC, ACT Policing has organised and facilitated a number
of sporting programs for at-risk ATSI people. These include programs previously
mentioned in this report, such as:
the PCYC touch football program
the PCYC female boxing/fitness program
the AFP Girl Power program.
Juvenile diversions
Diversionary programs can contribute to improved socio-economic outcomes for
ATSI people as interaction with the formal justice system may restrict access to
educational and employment opportunities as well as affect social development of
the young person.
Between 1 May and 31 October 2011, we partnered with the Restorative Justice
Unit in a trial where all eligible ATSI youth who it was alleged had committed
an offence were referred to restorative justice as a diversion from the criminal
justice system.
This initiative was supported in an effort to provide a diversionary
pathway for this cohort, impact on the disproportionate incarceration rate of
ATSI youth and to align with ours and the ACT Justice Diversion Blueprint and
the Overcoming Indigenous Disadvantage Report.
Repeat offending
The PCYC, with the support of ACT Policing, has developed the
ReSET Program - an intensive program that offers engagement for
youth in need of significant support. It involves case management for both youth
participants and their families/carers. The program
mainly focuses on helping young people who have recently left Bimberi or who
have had recent involvement with the juvenile justice system.
The ATSI Community Engagement Team refers clients into this program and
also offers support and assistance to the participants and their families
throughout the program.
C.22 - ACT MULTICULTURAL STRATEGY
We have continued our commitment to provide a safe
environment for all members of our community, regardless of their origins or
beliefs, and to deliver an effective and respectful service. We do this by being
part of the broader community, and by further developing the diversity of our
workforce to reflect the community in which we serve.
ACT Policing has Multicultural Liaison Officers (MLOs) who are dedicated to
working with the multicultural community to enhance and improve the interactions
between police and the community.
Focus area
Progress
Languages
Interpreter and translator services
We engage the Translating and Interpreting Service to ensure that
people can exercise their rights in accordance with s.27
Human Rights Act 2004 (ACT) to communicate in their own
language.
This is supported by the use of written interpreter guides that people
can use to indicate their preferred language. These guides are displayed
at the ACT Watch House and in each of our five police stations.
Our MLOs will identify service gaps with the Translating and
Interpreting Service and relay this information to an ACT Policing
representative who sits on an advisory panel for the service. Our
representative will share the issue with the panel so that a mutual
agreement can be made to address the service requirement.
Multicultural Liaison Officers
MLOs regularly engage with stakeholders from the migrant, refugee and
asylum seeker communities. As a result we have developed positive
relationships with these communities, enabling the effective delivery of
crime prevention programs.
The experience of connecting with other cultures can remove outdated
perceptions of both police and culturally diverse groups, from which new
relationships and understanding can be developed.
Language training
Our members are also encouraged to enhance their cultural awareness,
understanding and language skills. This is supported by the AFP’s Culture
and Language Centre. ACT Policing has a number of members who can speak a
second language, and this information is provided on the member’s name
badge so that members of the community can recognise this.
We regularly review and update language sheets for summonses, so that
the judicial process can be clearly explained for English-speaking and
non-English speaking people.
Children and young people
Youth Liaison Team
The Youth Liaison Team works mainly to reduce youth crime in the ACT
while seeking to ensure a balance between support for young people and law
enforcement.
In dealing with a member of the community who identifies as being from
another culture, Youth Liaison Team members seek advice and direction
regarding cultural issues from an MLO or a representative from our
Aboriginal and Torres Strait Islander Community Engagement Team. This
allows the team to engage with the young person with respect for, and an
understanding of, their cultural influences.
The Youth Liaison Team works within the bounds of the Commonwealth’s
multicultural policy The People of Australia, promulgated in
2011, and is committed to providing equitable service delivery as outlined
in the document.
During this reporting period the Youth Liaison Team began an
after-hours bail compliance service for young people, including those from
multicultural backgrounds. This initiative eliminates the need for
identified young people to be removed from the ACT Watch House into the
custody of the appropriate ACT Government service which then ensures the
young person’s appearance in the judicial system.
More information about our work with young people can be found at
Section B.1 - Community engagement.
Older people and aged care
Community Liaison Officers
In accordance with the ACT Strategic Plan for Positive Ageing
2010-14, Community Liaison Officers regularly engage with senior
members of our community, including those from a multicultural background.
Community Liaison Officers provide the ACT multicultural aged community
with a home and personal safety package which provides information on
crime prevention strategies in a format that is easy to understand.
During this reporting period Community Liaison Officers were engaged in
a project designed to assist non-English speaking seniors to successfully
contact emergency services. This involved identifying this segment of the
community and working with them and an MLO to help them find out how to
use police assistance, Crime Stoppers and, importantly, Triple Zero (000).
During this reporting period our Seniors Liaison Officers (SLOs)
attended Seniors Week and the Canberra Retirement Expo to engage
one-on-one with seniors.
More information about our role with seniors can be found at
Section C.23 - Positive ageing.
Women
Canberra and National Women’s Advisory
Group
Members of our Crime Prevention team regularly attend the National
Women’s Advisory Group meetings. The aim of the group is to provide
strategic advice to the ACT Government on issues affecting women in the
ACT. This includes the implementation of the Violence against Women and
Children Strategy.
Our SLOs are also members of a steering committee that reviews and
updates the content of aHome and Personal Safetybooklet that we have developed for older culturally and
linguistically diverse women in the ACT in conjunction with the Women’s
Centre for Health Matters.
We are also active members of the Canberra Women’s Group. Our
Superintendent of ACT Policing Operations and Traffic Operations, Kylie
Flower, continues to attend meetings and action areas of concern of behalf
of ACT Policing.
White Ribbon and International Women’s
Day
ACT Policing (as part of the AFP) continued to support White Ribbon Day
and International Women’s Day in partnership with other key stakeholders
and in support of the ACT Women’s Plan 2010-2015.
During this reporting period our successful ‘Men in Uniform’ stalls
throughout shopping centres and, for the first time, Bunnings stores,
raised $20 000 for the White Ribbon Foundation, an increase from $8 000 in
the previous reporting period.
During this reporting period all three of our male executives became
White Ribbon Day ambassadors, including our Chief Police Officer for the
ACT, Roman Quaedvlieg.
More information about our commitment to women in ACT Policing can be
found at Section C.24 - ACT Women’s Plan.
Refugees, asylum seekers and humanitarian entrants
Community engagement and information
sessions
Our MLOs continued to engage with the various government and
non-government agencies to identify refugee and migrant families who may
be, or have relatives, at-risk of offending. With the active participation
of the various stakeholders, the MLO initiates crime prevention strategies
designed to reduce the risk of offending, or becoming a victim of
crime.
Refugees, asylum seekers and migrant communities often have a fear of
police due to previous circumstances in their originating country. Our
MLOs aim to reduce the level of fear these communities have by regularly
engaging with them by giving presentations that inform them of the role
police have in Australia.
Our MLOs also deliver information sessions about security and
legislation awareness to migrant, refugee and asylum seekers, and to
international students through Canberra universities and the Canberra
Institute of Technology. During these sessions we place an emphasis on
driving laws, home and personal safety, and domestic violence.
Intercultural harmony and religious acceptance
Community partnerships and meetings
Our MLOs attend ongoing external stakeholder meetings which include the
Department of Immigration and Citizenship, Migrant and Refugee Settlement
Services, and the Office of Multicultural Aboriginal and Torres Strait
Islander Affairs. By attending these meetings, the MLO gains an
understanding of the cultural and linguistic diversity within the ACT
community. They also gather important information about these cultures and
use this intelligence to enhance presentations they deliver to police,
migrants, refugees and asylum seekers.
The MLO regularly meets with individuals or groups from culturally
diverse backgrounds to assist them in overcoming their reticence or
mistrust of police and other government institutions so they are
comfortable with interactions with these organisations.
Cultural awareness training
Our MLOs continue to provide cultural awareness training to our
officers, especially those who work on the frontline. The training aims to
educate the officers about different cultures and religious beliefs and
how different experiences and beliefs may impact on the way people
interact with police.
2011 Eid al-Fitr festival
The Eid al-Fitr is an annual holy day and festival in the Islamic
calendar to celebrate the end of the fasting month of Ramadan.
ACT Policing sponsored and launched the inaugural Eid al-Fitr in the
previous reporting period, and continued its commitment through
sponsorship of the September 2011 festival. More than 5000 people attended
the festival, and police were able to engage directly with the Muslim
community.
More information about our events and engagement with the community can
be found at Section B.1 - Community
engagement.
C.23 - POSITIVE AGEING
ACT Policing recognises and values the contribution
senior citizens make to our community. We work collaboratively with the ACT
Government and the community to support positive ageing and ensure older people
are respected, valued and supported to actively participate in their community.
We do this specifically through the culture we foster, and through our Crime
Prevention function which aims to work with seniors to prevent them from being a
victim of crime.
The experience and skills of our seniors community, and the associated
knowledge, are also an untapped resource. Our senior citizens, many of whom are
now retired, particularly from the law enforcement arena, provide experience
that can only be acquired ‘on the job’. These people make excellent mentors for
our new recruits, and we often secure the services of former members to do just
this.
Our Volunteers in Policing (VIPs) also support positive ageing. Many of
our volunteers are senior citizens, and they provide an invaluable service to
our frontline members. More information about our VIPs can be found at
Section C.6 - Human resources
performance.
Positive ageing partnerships
Our Seniors Liaison Officers (SLOs) in Crime Prevention contribute to
positive ageing by engaging with relevant ACT Government and non-government
organisations that are responsible for the care of aged people and disability
groups and their carers. These engagements include:
working with government organisations such as the ACT Health
Directorate; the Office of Fair Trading; the ACT Office for Ageing; the
Department of Disability, Housing and Community Services; Territory and
Municipal Services; Canberra Connect; the Department of Education and
Training; and the Department of Veteran Affairs
liaising with community organisations such as the Red Cross
(including distributing Meals on Wheels to directly engage with vulnerable
senior citizens); Retirement Villages; and Neighbourhood Watch. The Red Cross
also distributes ourHome and Personal Safetybooklets to its seniors.
Direct involvement with senior citizens
During this reporting period our SLOs conducted 67 individual contacts
with senior citizens in our community which resulted in a number of follow-up
home visits and telephone calls. ACT Policing also delivered 45 presentations to
seniors groups, which included presentations to two disability groups and their
carers.
Our SLOs interact and educate the disadvantaged and vulnerable, aged
individuals or communities by attending their places of residence to discuss
and/or deliver presentations that:
improve the aged community’s confidence in their own
safety
build awareness of community services
improve the confidence seniors have in police
improve individuals’ confidence to control their own personal
safety
empower senior citizens to act on suspicious behaviour and contact
police (including ensuring correct contact numbers are known)
provide advice on how to secure property.
Participation in seniors events
Along with directly engaging with senior citizens through Crime Prevention or
on the frontline, we actively participate in events targeting senior
citizens.
We continued our efforts supporting ACT Seniors Week in March 2012, attending
the Chief Minister’s breakfast and running a stall at the Kingston Bus Depot
Markets. This gave our officers the opportunity to speak with approximately 1500
Canberra residents.
We also set up a display at the Canberra Retirement and Lifestyle Expo - a
three-day event where businesses, organisations and government agencies provide
information, products and services to our community’s older demographic. ACT
Policing and our VIPs actively engaged with members of the community who are
retired, or soon to be retired, providing them with information about our
services and crime prevention. Approximately 14 000 people attended the
expo.
More information about our events and engagement with the community can
be found at Section B.1 - Community
engagement.
C.24 - ACT WOMEN’S PLAN
Women in policing and, more specifically, increasing the
representation of women in our service, is a key area of focus for ACT Policing.
There was significant progress in identifying better conditions for women in
policing in the ACT during this reporting period, consistent with the strategic
framework of the ACT Women’s Plan 2010-2015.
Economic
Flexible and part-time work patterns - Roster Review
During this reporting period we put in action a significant body of work to
examine ways in which flexible and part-time work patterns could be introduced
more broadly into ACT Policing to facilitate a more balanced approach to work
and family commitments.
Through a complex Roster Review, we began by reviewing the needs of members,
particularly those in sworn roles, when they return to work from extended leave.
Patrol rostering patterns are being examined to explore more effective ways to
meet the requirement of a 24-hours-a-day, seven-days-a-week response capability,
and to retain experience in frontline roles by looking at ways in which rosters
can accommodate the work/life needs of members.
Developing flexibility in operational employment options has been
acknowledged as a major challenge for us (more information about our major
challenges can be found at Section A.3 - Highlights). Policing,
is by its very nature, a reactive environment providing service and response
every day of the year. A certain number of frontline police are required each
shift to effectively police Canberra, and to conform with our Enterprise
Agreement.
Embedding flexible work options within this operational environment presents
considerable challenges. In the past, this has led to officers returning from
maternity leave, for example, and traditionally being placed in non-operational
roles. However, our members have indicated their desire to be able to return to
operational duties while still being able to fulfil their family obligations.
The Roster Review project will run over two years and will include an
extensive four-month consultation phase to ensure everyone has the opportunity
to contribute to the review.
More information about our Roster Review can be found at Section C.6 -
Human resources performance.
Women in Policing forum
In May 2012 we participated in the Australia New Zealand Policing Advisory
Agency (ANZPAA) Women in Policing forum. The forum is a proactive group brought
together to identify best practice in training for women in traditionally male
dominated roles, flexible work options, support for women, and networking.
Anything but every day - national recruitment campaign
In April 2012 the AFP launched its ‘anything but every day’ campaign to
attract candidates for roles in ACT Policing (as community policing officers),
federal agents and Protective Service Officers.
A key focus of the campaign was attracting three niche audiences: women,
Indigenous people and people from culturally and linguistically diverse
backgrounds. In doing so, a micro website - anythingbuteveryday.org.au - was
launched with a specific section on ‘Women in Policing’. Among the ‘Gateways’
and ‘Fitness’ sections, the Women in Policing pages were among the most viewed
on the site.
Female officers were profiled in the Women in Policing section, and they also
led the creative execution of the campaign. Of the 4000+ candidates who applied
(900+ specifically for ACT Policing), 24 per cent were female.
As part of the AFP’s ongoing recruitment strategy, emphasis has been given to
recruiting more women into the organisation. Future recruit courses will target
a 50 per cent female participation rate.
Women in leadership roles
At 30 June 2012 the ACT Policing executive team comprised four women,
including the Director Corporate Services Judith Kendrick, Superintendents Kylie
Flower and Cathy Grassick, and Coordinator Media and Marketing Marina Simoncini.
Social
White Ribbon Day - Men in Uniform
In November 2011 we once again launched our successful Men in Uniform stalls
in support of White Ribbon Day - on 24 November - recognised as a call-to-action
for the community to join together and take an active stand in condemning
violence against women.
We expanded our reach through our stalls during this reporting period to
incorporate the five major shopping centres in addition to the three Bunnings
stores in Canberra.
Along with our officers, the Men in Uniform stalls included representatives
from the ACT Fire Brigade, ACT Ambulance, State Emergency Services, the Rural
Fire Service, the Australian Defence Force (a new addition), the Canberra
Raiders and the Brumbies to raise funds in support of the elimination of
violence against women.
The stalls sold White Ribbon Day merchandise and provided information
about the issue and were inundated with support from people wanting to undertake
‘the oath’. It was considered to be an outstanding result and showed that the
community is genuinely supportive of this campaign. More than $20 000 was
raised, an increase from $8000 over 2010-11.
Also during this reporting period our Chief Police Officer for the ACT Roman
Quaedvlieg and Deputy Chief Police Officer David McLean became White Ribbon Day
ambassadors.
Intervention and domestic violence
ACT Policing is a key partner agency of the ACT’s Family Violence
Intervention Program. Established in 1998 this program allows for a coordinated
response to family violence incidents that come to police attention and proceed
to prosecution. The Family Violence Intervention Program integrates the
activities of the police, prosecution, courts and corrections in the criminal
justice system, and coordinates externally with other key agencies such as the
Domestic Violence Crisis Service.
ACT Policing’s mandate with regard to responding to family violence is
investigation, evidence collection, and arrest and charge. However, we work
cooperatively with other Family Violence Intervention Program participating
agencies to maximise victims’ safety and protection, provide opportunities for
offender accountability and rehabilitation, and seek continuous improvement in
responding to family violence crimes.
Most victims of family violence are women (approximately 80 per cent), and we
work closely with the Domestic Violence Crisis Service to ensure victims of this
crime have access to crisis support. This relationship is supported by a
Memorandum of Understanding which outlines each agency’s responsibilities and
how we work together in responding to family violence incidents. This includes
the Domestic Violence Crisis Service providing a call-out response to all
incidents, no matter the time of day or night.
We also provide victim assistance and support through the engagement of
Victim Liaison Officers (VLOs). VLOs contact victims of indictable crimes and
offer support, referral and assistance with a range of activities relating to
the criminal justice system. Through these activities we have good working
relationships with government departments and community organisations that also
support victims of crime.
Environmental
Conferences
Three members of ACT Policing attended the 2011 Australasian Women and
Policing Conference in Hobart during this reporting period. The theme of the
conference was ‘Police and Community: Making it Happen!’, and one of our members
presented a paper on family violence in partnership with the ACT’s Domestic
Violence Crisis Service.
Attendance at the conference allowed members to interact with members of all
Australian policing jurisdictions, and many Pacific Island nations, as well as
learn more about leadership, diversity within the community and policing
gender-based violence.
A member of ACT Policing also attended the 2011 International Association of
Women in Policing Annual Training Conference in Kentucky, USA. This provided the
member with an opportunity to interact with women from policing organisations
from across the world, and to attend many sessions on leadership and mentoring
programs within the law enforcement environment.
Canberra Women’s Network
The Canberra Women’s Network was established to provide women in policing -
sworn and unsworn - the opportunity to network, discuss issues impacting on
women in the workplace, and identify emerging trends and issues with a view to
developing and implementing strategies to address these issues. The network
provides a forum which facilitates training opportunities for women, such as
developing job applications. A number of women in ACT Policing are members of
the Canberra Women’s Network.
On International Women’s Day, the network hosted a debate titled ‘A
recruitment quota would result in increased numbers of women in senior
positions’, which was adjudicated by the ACT Chief Magistrate, Lorraine Walker.
A number of members attended this debate which was also live-streamed across the
organisation.
National Women’s Advisory Group
The National Women’s Advisory Group was established in 2010 to promote a
culture of diversity for the advancement, opportunities, recruitment and
retention of women within the AFP. ACT Policing has senior representation on
this group.
Women’s mentoring program
The AFP launched a mentoring program in 2012 for women returning from
maternity leave. The program connects them with a mentor who can assist them in
their transition back into the workforce. Several members of ACT Policing are
participating in this program in either capacity.
C.25 - MODEL LITIGANT GUIDELINES
As the community policing arm of the AFP, ACT Policing
complies with the Model Litigant Policy under the Judiciary Act 1901
(Cth), and abides by the legal service directions issued by the
Commonwealth Attorney-General.
As a Commonwealth Government agency, any legal work performed for ACT
Policing is provided to the Commonwealth, and does not constitute Territory
legal work for the purposes of the Law Officer Act 1992 (ACT).
There were no breaches of the Commonwealth Model Litigant Policy in relation
to any matters involving ACT Policing during this reporting
period.
C.26 - USE OF TERRORISM POWERS
Since the Terrorism (Extra Temporary Powers) Act
2006came into effect, ACT Policing has not needed to enact
any powers under the Act.
This means that during this reporting period, we did not:
make any preventative detention orders (including interim orders)
take any people into custody or detain any party
have any complaints made to the Human Rights Commissioner, the Ombudsman
or the Public Advocate
undertake any reviews under the Human Rights Act 2004
make any prohibited contact orders.
C.27 - Notices of non-compliance
As the community policing arm of the AFP, ACT Policing is
not subject to the Dangerous Substances Act 2004 or the Medicines,
Poisons and Therapeutic Goods Act 2008.
We have not been issued with any infringement notices of non-compliance
relating to dangerous substances or poisons during this reporting period under
any of the relevant Commonwealth legislation.
SECTION D
appendices
Appendix 1: Policing Arrangement
An arrangement between the Minister for Home Affairs, Justice, Privacy
and Freedom of Information of the Commonwealth and the Australian Capital
Territory for the provision of police services to the Australian Capital
Territory.
Background
In the ACT the rule of law is maintained by a justice system composed of
independent but interoperable component parts. As part of compliance with the
statutory framework of the ACT public sector participants in the justice system,
including ACT Policing, are expected to promote and protect human rights when
exercising a function under an ACT law.
Subsection 37(a) of the Australian Capital Territory Self Government Act
1988 provides that the ACT Executive has the responsibility of governing
the ACT with respect to matters of law and order. Under subsection 23(1)(c) the
ACT Legislative Assembly, however, has no power to make laws with respect to the
provision by the AFP of police services in the ACT. As such there is no Police
Act or similar legislation in the ACT, with the Australian Federal Police (AFP)
being responsible for providing policing services to the ACT under Section 8 of
the Australian Federal Police Act 1979.
Under subsection 8(1)(a) of the Australian Federal Police Act 1979,
the Minister for Home Affairs, Justice, Privacy and Freedom of Information and
the ACT have agreed to enter into arrangements for the provision of police
services in relation to the ACT that are in respect of ACT functions as defined
by section 3 of the Australian Capital Territory Self Government
(Consequential Provisions) Act 1988 (hereinafter referred to as ‘Police
Services’).
Paragraph 9(1)(b) of the Australian Federal Police Act 1979 provides
that, in addition to any other powers and duties, a member of the Australian
Federal Police has, when performing functions in the ACT, the powers and duties
conferred or imposed on a constable or on an officer of police by or under any
law (including the common law) of the ACT.
IT IS AGREED by the parties to this Arrangement as follows:
1. Definitions
1.1 In this Arrangement unless the contrary
intention appears:
“ACT” means the Australian Capital Territory;
“ACT Executive” means the ACT Executive established pursuant to section 36 of
the Australian Capital Territory Self Government Act 1988 (Cth);
“ACT Policing” means the Australian Federal Police business unit responsible
for the provision of policing services to the ACT;
“AFP” means the Australian Federal Police;
“AFP Act” means the Australian Federal Police Act 1979;
“Chief Police Officer” means the AFP employee appointed by the Commissioner,
as provided for in this Arrangement, to be the Chief Police Officer for the
ACT;
“Commissioner” means the Commissioner of the Australian Federal Police
referred to in section 6 of the AFP Act;
“Commonwealth Minister” means the Commonwealth Minister of State appointed to
administer the AFP Act;
“Commonwealth place of interest” means a facility or location that is
directly involved in the conduct of Commonwealth Government business or is
otherwise in the interests of the Commonwealth to protect.
“Police Minister” means the Minister of the ACT Executive who is responsible
for police matters;
“Police Services” means community policing services provided for under this
Arrangement, the Purchase Agreement and the AFP Act which include, but are not
necessarily limited to, the preservation of peace and good order, the prevention
and detection of crime and the protection of persons from injury or death, and
the protection of property from damage, whether arising from criminal acts or
otherwise;
“Purchase Agreement” means the annual agreement provided for under this
Arrangement between the Police Minister, the Commissioner, and the Chief Police
Officer setting out details of goods and services purchased by the ACT from the
AFP, the agreed price for those services payable by the ACT to the AFP and the
reporting by the AFP on performance.
2. Purpose and overriding commitment
2.1 The purpose of this Arrangement is to establish the enabling framework
for the provision by the AFP of policing services to the ACT.
2.2 The Commonwealth is committed to the provision,
within the context of this Arrangement and the Purchase Agreement, of a high
quality community policing service to the ACT.
3. Objectives of the Arrangement
3.1 Both parties seek from this Arrangement:
Appropriate policing - the Arrangement provides an agreed
level of Police Services for the ACT community;
Service quality - the Arrangement promotes and sustains
the high quality of service provision;
Workforce - the Arrangement promotes the provision of
stable and effective Police Services for the ACT community as well as the
building and retention of corporate knowledge within ACT Policing;
Value for money - the Arrangement encourages efficient
and effective service provision at an optimum cost with an emphasis on
continuous improvement; and
Capacity to deliver - the Arrangement provides for
sufficient resources to deliver the services to agreed priorities and
levels.
4. Provision of Police Services to the ACT
4.1 The Commonwealth and the ACT Government agree
that the AFP will provide police services to the ACT in accordance with the
Purchase Agreement, as varied from time to time by agreement between the Police
Minister and the Chief Police Officer.
4.2 The ACT shall pay the AFP for the provision of
Police Services pursuant to this Arrangement the amounts specified in the
Purchase Agreement.
4.3 The parties acknowledge that the AFP is also
required, within the ACT, to provide Police Services to the Commonwealth which
are not subject to this Arrangement and for which the ACT is not required to
pay. This exclusion extends to cover the costs of enforcing Commonwealth law and
protecting Commonwealth interests by AFP personnel employed within ACT Policing.
Costs excluded from the Arrangement will include those associated with the
protection of foreign dignitaries, foreign missions, and Commonwealth places of
interest. The basis for allocating costs against the Commonwealth and ACT
Governments will be articulated in the Purchase Agreement.
4.4 The allocation of resources for the Police
Services required by the Commonwealth within the ACT will not be altered in any
way which might materially affect the Police Services purchased by the ACT
Government, without prior consultation and agreement. Failure to obtain
agreement will be sufficient grounds for the issue of a notice to discontinue
this Arrangement in accordance with clause 15.3.
4.5 Revenues received by the AFP in the course of
enforcement of ACT legislation under this Arrangement will be remitted to the
ACT.
4.6 Money received by ACT Policing in the course
of performing Police Services, for which there is no identifiable owner, will be
transferred to the ACT in accordance with the AFP’s obligations under the
Financial Management and Accountability Act 1997 (Cth).
4.7 The ACT Government will be responsible for the
provision of appropriate infrastructure and facilities for the provision of
Police Services by the AFP. The ACT Government and the AFP will, by way of a
joint committee, develop a plan to apportion individual responsibilities for the
maintenance of structures and facilities and the provision of fittings during
the term of this Arrangement.
5. Chief Police Officer for the ACT
5.1 There shall be a Chief Police Officer for the
ACT who shall, subject to the authority of the Commissioner, be responsible to
the Police Minister for the achievement of the outcomes set out in the Purchase
Agreement and the general management and control of the AFP Personnel and
resources deployed for the purposes of that agreement.
5.2 The Commissioner shall appoint the Chief Police
officer with the approval of the Police Minister.
5.3 If the Police Minister advises the Commissioner
in writing that the Chief Police Officer no longer enjoys the confidence of the
ACT Executive, and of the reasons for that lack of confidence, the Commissioner
shall as soon as practicable replace the Chief Police Officer.
6. Police Minister’s power to give
directions
6.1 The Police Minister may give to the Chief
Police Officer general directions in writing as to policy, priorities and goals
in relation to the provision of Police Services by the AFP under this
Arrangement and the Purchase Agreement.
6.2 The Chief Police Officer shall comply with any
written directions received from the Police Minister under clause 6.1 unless a
contrary written direction has been received from the Commonwealth Minister
pursuant to the AFP Act.
6.3 Any written directions from the Police Minister
will be appended to the Purchase Agreement in a form that enables them to be
published in the ACT Policing Annual Report.
6.4 Except in case of emergency, the Commonwealth
Minister shall not issue to the Commissioner a Direction pursuant to the AFP Act
which affects the provision by the AFP of Police Services to the ACT unless the
Commonwealth Minister has first consulted the Police Minister about the nature
and purpose of that direction. Where in an emergency a Direction is given
without prior consultation with the Police Minister, the Commonwealth Minister
will consult the Police Minister about the Direction as soon as possible
thereafter.
6.5 If a Direction by the Commonwealth Minister to
the Commissioner has the effect of increasing the cost of Police Services
provided to the ACT, then the costs attributable to the Direction will be borne
by the Commonwealth by adjusting the price paid by the ACT in accordance with
the price variation provisions of the Purchase Agreement.
7. Provision of information to a nominated
agency
7.1 The Police Minister may request ACT Policing to
provide information to a nominated agency of the ACT to support the Police
Minister in the performance of his or her ministerial functions on policing.
This information includes but is not limited to:
Complaints against AFP employees providing Police Services under this
Arrangement, including the investigation of such complaints and any related
action whether undertaken by the AFP, Australian Commission for Law
Enforcement Integrity (ACLEI), the Commonwealth Ombudsman or otherwise;
AFP Professional Standards (PRS) enquiries relating to AFP employee
engaged in providing Police Services under this Arrangement; and
The deployment, operational status and movement of AFP employees engaged
in providing Police Services under this Arrangement.
7.2 At the time of nominating an agency to which
information is to be provided, the Police Minister may indicate the manner in
which the information is to be provided.
7.3 Subject to the authority of the Commissioner,
the Chief Police Officer shall provide as much of the requested information as
is permissible under Commonwealth and/or ACT law.
7.4 Nothing in clause 7.3 requires the Chief Police
Officer to provide information that would compromise operational activity by the
AFP, including ACT Policing.
7.5 The Chief Police Officer may impose conditions
on the use of requested information if he or she considers it necessary for
operational reasons.
7.6 Any information requested under clause 7.1 and
provided by ACT Policing to the nominated agency must only be used for the
purposes of the request.
8. Agreement making
8.1 ACT Policing may enter into agreements separate
from this Arrangement with ACT Government agencies and non-government entities
to deliver agreed services, as long as any agreement entered into is not
inconsistent with this Arrangement, the Purchase Agreement or Ministerial
Direction.
9. Annual Report
9.1 The Chief Police Officer shall report annually
to the Police Minister at a time nominated by the Police Minister on the
provision of Police Services pursuant to this Arrangement for the preceding
year. The annual report will describe the outcomes achieved during the period
reported on and shall include details of the resources utilised, the levels of
crime reported and such other matters as may be specified by the Police
Minister.
10. Audit
10.1 The Chief Police Officer will provide after
the end of each financial year and by date nominated by the Police Minister, a
financial statement for that financial year accompanied by a report of the
Commonwealth Auditor-General or some other auditor nominated by the Chief Police
Officer and approved by the Police Minister stating:
the correctness of the report made of performance under the Purchase
Agreement; and
any other matters which the Auditor-General, or otherwise approved
auditor, considers should be reported to the Police Minister.
10.2 The Police Minister is also entitled to have
specific financial and performance audits conducted by the Commonwealth
Auditor-General, or other agreed auditor, the cost of which shall be borne by
the ACT.
11. Legal advice
11.1 Recognising that ACT Policing is a
Commonwealth entity, ACT Policing will seek internal and Commonwealth sourced
legal advice on matters falling within its purview as a Commonwealth entity, and
matters regarding the internal governance of the AFP.
11.2 Legal advice in relation to the review of
briefs of evidence and the prosecution of offences will be sourced from the ACT
Director of Public Prosecutions.
11.3 Legal advice in relation to the
interpretation of the laws of the ACT (including the common law) will be sourced
from the ACT Government Solicitor’s Office.
12. Policy matters
12.1 While this Arrangement is predominately for
the provision of operational services to the ACT, ACT Policing will become
involved in the development and implementation of ACT Government policy. When
acting in this capacity ACT Policing shall act in the interests of ACT Policing
in its capacity as a service provider for the ACT and within the whole of ACT
Government policy framework and abide by ACT Government policy development
procedures, including the requirements of the Cabinet handbook.
12.2 Where the Chief Police Officer holds
membership of a national body or forum as the head of a law enforcement
jurisdiction, the Chief Police Officer will represent the interests of ACT
Policing in its capacity as a service provider for the ACT.
12.3 For the purposes of obtaining policy advice in
relation to matters affecting the delivery of services to the ACT (including
obligations under ACT legislation or representation at national and
jurisdictional forums) ACT Policing will seek advice from the relevant
Government agency.
12.4 Nothing in clause 11 or 12 shall affect the
independence of the Chief Police Officer in relation to day-to-day operation of
ACT Policing.
13. Terms and conditions of employment
13.1 The Commonwealth is responsible for
determining the terms and conditions of employment of AFP employees involved in
the provision of Police Services to the ACT pursuant to this Arrangement.
13.2 If the Commissioner proposes to vary the terms
and conditions of employment of AFP personnel in a way which might affect the
manner and cost of providing Police Services to the ACT, the Commissioner shall,
before altering those terms and conditions, consult with and advise the Police
Minister of the likely implications of the proposed alterations.
14. Dispute resolution
14.1 The mechanism for resolving disputes arising
from this Arrangement will be as follows:
in the first instance the ACT and AFP contact officers listed at clause
14.2 will use their best endeavours to settle the dispute;
if after 30 days the dispute is unresolved or the Contact Officers lack
the authority to do so, the matter will be referred to the officers listed in
clause 14.3 as the Responsible Officers.
14.2 For the purposes of this Arrangement the
Contact Officers will be:
For the AFP, Director Corporate Services on advice
from the AFP, Chief Operating Officer; and
For the ACT, Executive Director, Legislation and
Policy Branch, Justice and Community Safety Directorate.
14.3 For the purposes of the Arrangement the
Responsible Officers will be:
For the AFP, Chief Police Officer in consultation with the AFP, Chief
Operating Officer; and
For the ACT, Director-General, Justice and Community Safety
Directorate.
14.4 Any dispute or matter of concern to either
party arising from this Arrangement that cannot be resolved by the officers
nominated at clause 14.2 or 14.3 shall be referred for consultation between
resolution by the Commonwealth Minister and the Police Minister.
14.5 Contact Officers for the purpose of the annual
Purchase Agreement are to be nominated in each Purchase Agreement.
15. Duration of this Arrangement
15.1 This Arrangement shall commence on a date
agreed to by the parties and shall remain in force for five years.
15.2 Two years prior to its expiry, the parties
shall commence negotiations about the terms and conditions of a renewal of the
Arrangement.
15.3 If either party decides this Arrangement shall
not be continued or renewed, it shall give at least two years notice in writing
to that effect.
15.4 In the event that a replacement Arrangement is
not signed at expiry of the preceding Arrangement, the parties may agree to
extend the terms and conditions of the current Arrangement.
16. Purchase Agreement
16.1 A Purchase Agreement pursuant to this
Arrangement shall be renegotiated annually prior to the commencement of the next
financial year, which begins on 1 July.
16.2 The annual Purchase Agreement will set
outcomes to be achieved, key performance indicators (KPI) and costs for
providing the service. In the event that the parties have not signed a Purchase
Agreement by 30 June in any year, the parties may agree to the terms and
conditions of an interim Purchase Agreement.
16.3 If a KPI in a Purchase Agreement is not
consistently met over the period of a purchase agreement, the Police Minister
may direct that a review panel be convened as soon as possible to consider
performance against the KPI and make recommendations to the Police Minister for
remedial action.
16.4 A review panel under clause 16.3 will consist
of at least one member appointed by the Chief Police Officer, one member
appointed by the Director-General of the Justice and Community Safety
Directorate and an independent person agreed by the Chief Police Officer and the
Director-General.
IN WITNESS WHEREOF this Arrangement has been respectively signed for and on
behalf of the parties:
SIGNED by the Hon. Brendan O’Connor MP, Minister for Home Affairs,
Justice, Privacy and Freedom of Information on behalf of the Commonwealth of
Australia
24 June 2011
SIGNED by Simon Corbell MLA, Minister for Police and Emergency Services
on behalf of the ACT Government
24 June 2011
Appendix 2: Purchase Agreement
2011-2012 Purchase Agreement between the ACT Minister for Police and
Emergency Services, the Commissioner, Australian Federal Police, and the Chief
Police Officer for the ACT for the provision of policing services to the
Australian Capital Territory.
Purpose
In accordance with the Australian Federal Police Act 1979 (the
Act), the Australian Federal Police (AFP) provides community policing services
to the Australian Capital Territory (ACT). The Act also allows for the
Commonwealth and ACT Governments to enter an arrangement for the provision of
those policing services.
On 24 June 2011, the Commonwealth Minister for Home Affairs, Justice,
Privacy and Freedom of Information and the ACT Minister for Police and
Emergency Services entered an arrangement which established the enabling
framework for the provision by the AFP of policing services to the ACT. The
Arrangement for the Provision of Police Services to the ACT (the Arrangement)
requires the ACT Minister for Police and Emergency Services (the ACT Police
Minister), the Commissioner and the Chief Police Officer to enter a Purchase
Agreement (the Agreement) for those services. The Agreement is required to set
out the details of the goods and services to be purchased by the ACT from the
AFP, the agreed price for those services and AFP reporting on performance.
This Agreement will be read in conjunction with the Arrangement of 24 June
2011.
Parties
This Agreement is between the ACT Minister for Police and Emergency
Services, the Commissioner of the AFP and the Chief Police Officer for the
ACT.
Definitions
Unless stated otherwise, definitions in the Agreement are the same as in
the Arrangement.
Scope
The output classes covered by this Agreement include all the goods and
services to be purchased by the ACT from the AFP through the direct police
budget appropriation. This Agreement does not cover activities funded by
revenue outside the direct police appropriation.
The ACT’s purchaser interests covered by this Agreement include:
the policing outcome and all associated outputs to be provided, listing
final goods and services;
performance measures for the outputs, together with targets where
appropriate; and
financial and resource reporting.
8. No variation of this Agreement is binding unless it is agreed in writing
between the parties.
9. The policing outcome and associated outputs to be provided, the price for
these outputs, performance measures and definitions are contained within
Schedule 1 to this Agreement.
Police Resource Model
10. Once finalised, the Police Demand and Resourcing Model for the ACT
currently being developed by the ACT Justice and Community Safety Directorate
may be used as a tool to assist in analysing options for police staffing and in
problem resolution. The Model may also be used by the ACT Government and ACT
Policing as a strategic tool to inform decisions in relation to determining
future police resources to respond to changing demands, trends and policy
impacts on policing in the ACT.
AFP Enterprise Agreement 2011-2015
The AFP Enterprise Agreement 2011-2015 (AFP EA) will provide the terms and
conditions for employment in the AFP for the period 1 July 2011 to 30 June
2015. The AFP EA was still being negotiated at the time of signing this
agreement. In accordance with Clause 13.2 of the 2011-16 Arrangement for the
Provision of Policing Services to the ACT, if the AFP Commissioner proposes to
vary the terms and conditions of employment of AFP personnel in a way which
might affect the manner and cost of providing Police Services to the ACT, the
Commissioner shall, before altering those terms and conditions, consult with
and advise the Police Minister of the likely implications of the proposed
alterations.
The price of services included in Schedule 1 of this Agreement does not
consider the effects of the AFP EA. The AFP will submit a request for
additional funding when it is finalised and the ACT Government will consider
this request.
Facilities and Structures
In accordance with Clause 4.7 of the Arrangement, a committee (the Justice
and Community Safety Directorate and ACT Policing Strategic Accommodation
Committee) has been established. The committee is developing a model for the
transfer of responsibility for appropriate support for infrastructure and the
maintenance of facilities and structures from ACT Policing to the Justice and
Community Safety Directorate. The Committee will need to determine the roles,
responsibilities, resourcing and costs related to capital works, maintenance
and upgrades.
ACT Policing will continue to maintain facilities and structures until a
model from the committee is agreed. The price of services included in Schedule
1 of this Agreement does not consider the effects of any transfer of
responsibility.
Billing and Payment Arrangement
The AFP will follow the general principles of Commonwealth Cost Recovery
Guidelines where appropriate in the provision of policing services to the ACT
Government.1
Payments to the AFP will be on a pro-rata monthly basis in accordance with
the 2011-12 Appropriation Payment Schedule for ACT Policing.
Enabling Services Costs
Enabling services costs to support new initiatives will be included as
part of any ACT Policing budget bids.
The Territory and AFP Responsible Officers, as defined under Clause 24 of
the Agreement, will negotiate the need to fund additional enabling services on
the basis of any extraordinary change in demand that may arise as a result of
a policy change by the Territory or by an unforeseen change in social
circumstances in the ACT, including as referred to the Territory by the Chief
Police Officer. ACT Treasury will be informed of any additional funding
requirements that are deemed necessary as soon as practically
possible.
Powers and Obligations
In accordance with the Arrangement, the Chief Police Officer for the ACT,
subject to the authority of the Commissioner of the AFP, will be responsible
to the ACT Police Minister for the achievement of the policing outcome and
delivery of outputs set out in the Purchase Agreement and the general
management and control of AFP personnel and resources deployed for the
purposes of the Arrangement.
Short-term variations to targets and priorities set by this Agreement may
be determined by the Police Minister, in accordance with Clause 8, including
at the request of the Chief Police Officer, following consultation and with
reasonable notice.
Such variations will be appended to this Agreement and should be within
budget limits unless otherwise agreed.
Subject to Clause 7 of the Arrangement, the Chief Police Officer will
provide services in support of ACT ministerial information requirements which
are compliant with ACT Government standards.
Duration of Agreement
The Agreement shall apply for the period 1 July 2011 to 30 June 2012 in
accordance with Clause 16.1 of the Arrangement.
Reporting
The Chief Police Officer shall report to the ACT Police Minister within
one calendar month at the end of each quarter, unless otherwise agreed by
parties, on those matters prescribed in Schedules 1, 2, 3 and 4 in this
Agreement. The reports will be provided in a format agreed by the parties,
covering performance, finance and resources and complaints management and also
in a format suitable to be published, should the Minister so choose to
do.
Pursuant to the AFP Professional Standards Framework outlined at Schedule
4 to this Agreement, the AFP will, in accordance with Clause 24, report to the
Territory on a quarterly basis in relation to complaints management, including
with regard to the following matters:
Complaints submitted by category;
Complaint trends/systemic issues;
Complaints submitted by source;
Status of complaints;
Finalised conduct issues by category; and
Conduct issue trends.
Dispute Resolution
The mechanism for resolving disputes arising from this Agreement will be
as follows:
in the first instance the Territory and AFP contact officers listed will
use their best endeavours to settle the dispute; and
if after 30 days the dispute is unresolved or the Contact Officers lack
the authority to do so, the matter will be referred to the officers listed
as the Responsible Officers.
For the purposes of this Agreement the Contact Officers will be:
for the AFP, Director, Corporate Services on advice from the AFP Chief
Operating Officer; and
for the Territory, Executive Director, Legislation and Policy Branch,
Justice and Community Safety Directorate.
For the purposes of the Agreement the Responsible Officers will be:
for the AFP, Chief Police Officer in consultation with the AFP Chief
Operating Officer; and
for the Territory, Director-General, Justice and Community Safety
Directorate.
Any dispute or matter of concern to either party arising from this
Agreement that cannot be resolved by the officers nominated at Clause 27 or 28
shall be referred to the Commissioner and the Police Minister.
Annual Report
The Chief Police Officer shall also report annually to the ACT Police
Minister, at a time nominated by the ACT Police Minister, on the provision of
police services pursuant to the Purchase Agreement.
Future Agreements
31. Performance measures recognising services delivered to specific police
client groups will continue to be developed for inclusion in the 2012-13
Purchase Agreement. Specific client groups might include victims of crime,
those reporting criminal incidents and those requiring police services for
non-crime related matters.
Schedule 1 - Performance Reporting
Outcome
In partnership with the community, create a safer and more secure Australian
Capital Territory through the provision of quality police services.
This will be achieved through four main areas of activity: Crime and Safety
Management; Traffic Law Enforcement and Road Safety; Prosecution and Judicial
Support; and Crime Prevention.
Outputs
Crime and Safety Management
Incident Response and Policing Support for the
Community
Crime Detection and
Investigation
ACT Policing will provide a safer and more secure Australian Capital
Territory so that members of the community can go about their daily lives
without undue fear of crime.
This will be achieved by:
providing efficient and effective police response to calls for
assistance received from members of the community;
conducting investigations to detect offenders and bring them to
justice; and
maintaining a proactive presence in the community, driven by the
analysis of police intelligence data.
Output price:
$94,135,000
Traffic Law Enforcement and Road Safety
ACT Policing will enforce traffic laws and promote safer behaviour on
ACT roads with the objectives of reducing the number of crash fatalities
and injuries to members of the community.
Output price:
$10,217,000
Prosecution and Judicial Support
ACT Policing will maximise the number of successful prosecutions in
Court by providing support to the Director of Public Prosecutions and the
Courts.
Output price:
$23,010,000
Crime Prevention
ACT Policing will seek to reduce and prevent crime through strategies
that incorporate government and community cooperation to address risk
factors associated with criminal behaviour and recidivism and raise
awareness of the community’s role in their own safety and
security.
Output price:
$12,717,000
Total price =
$140,079,000
The above four main outputs will be achieved through the provision of police
resources - including personnel, as defined and explained in Schedule 2 of this
Agreement.
The attribution of prices to outputs is indicative of resource prioritisation
by outputs and may vary throughout the year according to the operational
assessment of the Chief Police Officer. Changes to the total price must be
agreed by both parties.
As noted in Clause 11 of this Agreement, the price shown in this Schedule
does not include funding for the effects of the AFP Enterprise Agreement
2011-2015 and a request for additional funding will be submitted by the AFP when
the Enterprise Agreement is finalised.
Performance Measures1
Measures
Target
Level of Crime
Number of offences against the person reported or becoming known per
100,000 population.a
800 or lessb1
Number of offences against property reported or becoming known per
100,000 population.a
8500 or lessb
Percentage of offences against the person cleared.
67% or moreb
Percentage of offences against property cleared.
14% or moreb
Perceptions of Crime
Percentage of persons who are concerned about becoming a victim of
physical assault in a public place - excluding sexual assault in the
next 12 months.a,c,d
National Average or less
Percentage of persons who are concerned about becoming a victim of
sexual assault in the next 12 months.a,c,d
National Average or less
Percentage of persons who are concerned about becoming a victim of
housebreaking in the next 12 months.a,c,d
National Average or less
Percentage of persons who are concerned about becoming a
victim of motor vehicle theft in the next 12
months.a,c,d
National Average or less
Percentage of persons who feel safe at home alone during the
day.a,c,d
National Average or more
Percentage of persons who feel safe at home alone during the
night.a,c,d
National Average or more
Police Responsiveness
Response times for Priority One Incidents:
Within 8 minutes;
Within 12 minutes.
60% or more
90% or more
Response times for Priority Two Incidents:
Within 20 minutes;
Within 30 minutes.
60% or more
95% or more
Response times for Priority Three Incidents: Where police attention
or response is required:
- as determined in consultation with the complainant;
- but, in any event, no later than 48 hours from the initial contact by
the complainant.
90% or more
Percentage of 000 calls answered on first or second
presentation:
On first presentation;
On second presentation.
90% or more
98% or more
Public Confidence in Police
Percentage of persons satisfied with most recent contact with police
services.c,d
National Average or more
Percentage of persons who agree that police perform their job
professionally.c,d
National Average or more
Percentage of persons who agree that police treat people fairly and
equally.c,d
National Average or more
Road Safety
Number of road crashes resulting in death per 100,000
population.a
4.2 or lessb
Number of road crashes resulting in injury per 100,000
population.a
180 or lessb
Percentage of persons who self-report to driving 10km per hour or
more over the speed limit.a,c,d
National Average or less
Percentage of persons who self-report to driving while not wearing a
seatbelt.a,c,d
National Average or less
Percentage of persons who self-report to driving while suspecting
they are over the prescribed alcohol
limit.a,c,d,e
National Average or less
Percentage of persons who self-report to driving when using a mobile
phone.a,c,d
National Average or less
Supporting the Judicial Process
Percentage of briefs delivered to the DPP within the designated
timeframe.f
75% or more
Percentage of cases finalised by offence proved in
court.g,h
80% or more
Percentage of cases finalised by a not-guilty verdict or otherwise
withdrawn.i,j
18% or less
Percentage of cases otherwise resolved.g,j,k
5% or less
Crime Prevention
Percentage of persons who perceive the following quality of life
issues to be a problem in their neighbourhooda,c,d:
speeding cars, dangerous or noisy driving
graffiti/vandalism
louts/gangs
drunken/disorderly behaviour
National Average or less
National Average or less
National Average or less
National Average or less
Number of juveniles referred to diversionary
programsl
55 or morem
Number of persons referred to community support agencies.
5100
ACT Policing Victim Liaison Officers providing contact with victims
of indictable crime reported to police.m
75%
Number of referrals to drug diversion programs (drug demand
reduction effort).
65 or moreb
Schedule 1 - Notes
1. It must be noted that not all measures contained within this table are
fully within the purview of ACT Policing to control or influence.
a. These measures encompass the jurisdiction of a great many public and
private institutions and individuals who contribute to the overall results and
standings. Success in these targets is not the sole domain or responsibility of
ACT Policing.
b. These targets are based on a three year average.
b1. ACT Policing has sought an aspirational target in relation to reported
offences against the person for 2011-12 with the understanding that there are a
number of externalities which may adversely impact on the ability of ACT
Policing to positively influence outcomes against this measure.
c. These measures are sourced from the National Survey of Community
Satisfaction with Policing (NSCSP), a self-reporting survey conducted by the
Social Research Centre.
d. Using the results of the relevant NSCSP questions, the percentage of
persons ‘concerned’ in Measures 5-8 equals those who scored ‘somewhat concerned’
or ’very concerned’; the percentage of persons ‘who feel safe’ in Measures 9-10
equals those who scored ‘safe or ’very safe’; the percentage of persons
‘satisfied’ in Measure 15 equals those who scored ‘satisfied’ or ’very
satisfied’; the percentage of persons ‘who agree’ in Measures 16-17 equals those
who scored ‘agree’ or ‘strongly agree’; the percentage of persons ‘self-report
to driving’ in Measures 20-23 equals those who scored ‘sometimes’, ‘most of the
time’ or ‘always’. Measure 28 equals those who scored ‘somewhat of a problem’ or
‘major problem’ for each separate problem.
e. In the ACT, the prescribed limit is 0.00g of alcohol per 100mL of
blood for those classed as a ‘special driver’ in the Road Transport
(Alcohol and Drugs) Act 1977.’ Special drivers’ include those with a learner,
provisional, probation, restricted, suspended and disqualified licence. The
prescribed limit for all other drivers is 0.05g of alcohol per 100mL of
blood.
f. Briefs delivered to the DPP within the designated timeframe include those
where a formal extension was applied for and granted.
g. These measures are based on the concept of a ‘case’ where a person may be
brought before the court on multiple charges. The charges are, for the purposes
of this measure, grouped under the apprehension identification number which is
automatically generated by the PROMIS Case Management System.
h. This measure records successful prosecutions as being those where any of
the charges under one apprehension identification number has been proven before
the court.
i. This measure records cases where none of the charges under one
apprehension identification number have been proven before the court.
j. This measure records cases which resulted in a court appearance where a
magistrate or judge has made a determination which is not related to a finding
of guilty or not guilty. This currently refers to mental health orders used by a
court.
k. The term “otherwise resolved’ includes cases referred to the Mental Health
Tribunal, remands by the court before a matter is determined.
l. Excludes other agency referrals. Target based on 2008-09 benchmark year
data.
m. This indicator measures all cases where ACT Policing Victim Liaison
Officers have made initial contact with victims for specific
indictable offences reported to police within the 2011-12 reporting
period.
Schedule 1 - Definitions
Term
Definition
Offence
A breach of the criminal law.
Offences against the person
Offences against the person include homicide and related offences,
assaults, sexually based offences, kidnap and other person
offences.
Offences against property
Offences against property include robbery, blackmail, extortion,
burglary, fraud, motor vehicle thefts, other theft offences, property
damage and environmental offences.
Offence cleared
Offences cleared by arrest, caution, summons, charge withdrawn,
unfounded, Voluntary Agreement to Attend Court, charge before court,
diversionary conference, Simple Cannabis Offence Notice, complaint
withdrawn by victim, insufficient evidence to proceed or otherwise
resolved.
Comparability of Survey of Community Satisfaction with Policing
results
The National Survey of Community Satisfaction with Policing (NSCSP) was
conducted by Roy Morgan Research from 1 July 2006 to 30 June 2010. Since 1
July 2010 the NSCSP is conducted by the Social Research Centre. While the
content of the survey remains relatively similar over time, there is some
potential for variations in results based solely on the difference in the
survey methodologies and survey providers.
Prioritised response model
The model used by the Computer Aided Dispatch system to prioritise
incidents for dispatch of patrols.
Police response
All police attendance to calls for assistance from members of the
community that fit within the prioritised response model.
Priority One Incident
Life threatening or time critical situations.
Priority Two Incident
Situations where the information provided indicates that time is
important, but not critical.
Priority Three Incident
There are two possible responses to situations where there is no
immediate danger to safety or property. This will be either police
attention or police response. Each incident will be managed on a case by
case basis in full consultation with the complainant. During that
consultation, a determination will be made as to whether the complainant
agrees that the matter can be handled over the telephone (police
attention) or if attendance is required by Police. If the latter, then
attendance must be not later than 48 hours from the initial contact by the
complainant.
Percentage of 000 calls answered on first and second
presentation.
It is the policy of TELSTRA to re-present 000 calls to another line
after 9 rings in order to maximise the response rate. This is a national
standard endorsed by Emergency Services Organisations across Australia.
The measurement of response to 000 calls is based on average operating
capacity and the target for this measure does not include abnormal
instances created by one major event where operating capacity is
overloaded due to multiple reporting of the same incident.
Complaint issues
Issues associated with a complaint made in accordance with Part V
of the Australian Federal Police Act 1979.
Custody
The restriction or removal of a person’s right to freedom of movement.
May also be constructive as a result of a person
believing that they may not exercise their free will as a result
of dealings with a police officer and is deemed to exist in circumstances
where a person:
is in the company, care, custody or control of a member or special
member, and is restricted from leaving that company for the time
being;
is placed in a holding room;
is lodged in police cells or an area or facility controlled by
police; or
is placed under arrest.
Injury
An injury sustained by any person as a result of a collision, which
necessitates treatment by a medical practitioner.
DPP
Director of Public Prosecutions.
Hearing brief of evidence
A collation of all relevant evidentiary material relating to a
prosecution to be forwarded to the DPP. It is accepted that for the
Judicial Process Measures (Numbers 24, 25, 26, 27) the efficiency of other
agencies such as the DPP as well as the capacity of victims and witnesses
to present their evidence may also affect judicial process
outcomes.
Contact with Victim
ACT Policing Victim Liaison Officers (VLO’s) contact victims either via
phone, letter or face to face. The VLO’s may contact victims of the
following indictable offences:
Family Violence;
Homicide;
Stalking;
Assault;
Sexual Assault (including Acts of Indecency and Indecent
Exposure);
Kidnapping;
Robbery; and
Residential Burglary
For offences investigated by ACT Policing’s Criminal Investigations
portfolio, contact with victims is made where necessary after consultation
with the relevant case officer.
Schedule 2 - Resource Reporting
FTE Number
The ACT Government has agreed to fund the Full Time Equivalent (FTE) of 931
AFP employees engaged in the provision of community policing services to the ACT
for financial year 2011-12. (831 FTE plus 100 FTE enabling). This number is a
budgeted figure only, acknowledging that actual staffing levels will vary at any
given time.2
This budgeted figure is used in this Agreement for information only and not as a
performance measure.
Reporting
In accordance with Clause 24 of the Agreement, the Chief Police Officer will
report quarterly to the Police Minister on the deployment, operational status
and movement of ACT Policing employees. Reporting will include:
Definitions;
Designation of staff as per operational and non-operational staff;
Aggregated number of staff transfers into ACT Policing; and
Aggregated staff transfers out of ACT Policing;
The Chief Police Officer will give timely advice to the Minister on any
senior AFP personnel movements or changes (from Superintendent rank (or
equivalent) upwards).
Schedule 3 - Financial Reporting
The Chief Police Officer will provide the following report on a quarterly
basis in accordance with Clause 24 of this Agreement:
The report will be accompanied by commentary where consolidated node
variations exceed 5 per cent of pro-rata phased budgets.
Schedule 3 - Notes
Cost Attribution Methodology
The AFP provides Community Policing services to the ACT Government on a cost
recovery basis. Costs are calculated against defined outputs to be met by the
AFP’s ACT Policing business unit and some specialised elements from the wider
AFP (Enabling). ACT Policing business unit costs are apportioned between the ACT
and Commonwealth Governments on the basis of direct and indirect cost
attribution. Costs associated with AFP operational and corporate support
(Enabling) are determined using Commonwealth Government Cost Recovery Guidelines
where appropriate.
AFP Cost Attribution Diagram
Indirect Attribution
The annual ACT Policing Activity Survey, which is used as an input into the
Activity Matrix will be conducted at a time agreed to by the Police Minister and
the Chief Police Officer. Any additional surveys or alternative methods of
activity recording will be conducted where agreed to by both parties. Any
changes to the Activity Matrix will be applied to the Financial Management
Information System (FMIS) as soon as practical. No retrospective changes to the
Activity Matrix will be made without the agreement of both parties.
ACT Funding Considerations
The following components are part of the ACT considerations for ACT Policing
costs to the Territory in 2011-12:
ACT Budgeted Full-Time Equivalents (FTE) of 931 FTE (831 FTE plus 100 FTE
(enabling)) = $140,079,000.(As noted in Clause 11 of this Agreement, this figure
does not include funding for the effects of the AFP Enterprise Agreement
2011-2015.)
Annual ACT Policing budget determined by annual budget outcomes with costings
for any additional police calculated on level of police officer’s experience and
skill to perform task. The budgeted figure includes enabling services and
incorporates the equalisation contribution for Police provided in the ACT GST
pool.3
Schedule 3 - Definitions
Term
Definition
Activity Survey
An annual statistical analysis of ACT Policing activities undertaken
over a seven day period to capture and define the more routine tasks
performed by ACT Policing which are not readily identified by direct
cost-attribution. These tasks are subsequently attributed to either
Commonwealth or ACT Outputs delivered by ACT Policing.
Activity Matrix
A table of values derived from a budget weighted average of activity
survey data used to allocate indirect costs against ACT Policing Outputs
at a cost centre level.
Enabling
Services purchased from the wider AFP such as Information Technology or
Forensic Services not within the managerial responsibility of the Chief
Police Officer.
FMIS
Financial Management Information System or otherwise known as
Accounting System.
Schedule 4 - Professional Standards of the AFP
AFP Professional Standards is the primary mechanism for maintaining
integrity and professional standards in the AFP. The professional standards of
the AFP to be complied with by AFP appointees are determined through:
The Australian Federal Police Act 1979 (the Act);
The Australian Federal Police Regulations 1979 (the Regulations);
Commissioner’s Orders;
Commissioner’s Financial Instructions;
The AFP Core Values;
The AFP Code of Conduct;
Commander’s Orders;
National Guidelines;
Practical Guidelines; and
Australian Federal Police policies.
The professional standards of the AFP apply to all AFP appointees in
Australia, its territories and overseas.
AFP Core Values
Fundamental to compliance with the professional standards of the AFP is a
requirement to adhere to the core values of the organisation. The core values
of the AFP are as follows:
Value
Description
Integrity
A quality that underpins an individual’s soundness of moral principles.
It is manifested in their uprightness, honesty and sincerity in their
approach to themselves, others and their work.
Commitment
Characterised by dedication, application, perseverance, a belief in a
personal capacity and professionalism to achieve and add value.
Excellence
Seeking improvement in everything we do and in the quality of the
services we provide.
Accountability
Ownership of work results, personal actions and being answerable for
outcomes.
Fairness
Characteristics of impartiality and equity.
Trust
Faith, confidence and being able to rely and depend on
others.
4. AFP Code of Conduct
Conduct expected of all AFP appointees is expressed in legislative
instruments, AFP governance documents and policies and in particular
Commissioner’s Order 2, AFP Code of Conduct and AFP Core Values.
Fundamental to compliance with the professional standards of the AFP is
a requirement to adhere to the AFP Code of Conduct. The AFP Code of conduct
requires 4:
4.1 An AFP appointee must act with due care and diligence in the course of
AFP duties.
4.2 An AFP appointee must act with honesty and propriety in the course of
AFP duties.
4.3 An AFP appointee must act with fairness, reasonableness, courtesy and
respect, and without discrimination or harassment, in the course of AFP
duties.
4.4 An AFP appointee must, at all times, comply with all applicable
Australian laws. For this purpose, Australian law means:
a) any Act, or any instrument made under an Act; or
b) any law of a State or Territory, including any instrument made under such
a law.
4.5 An AFP appointee must comply with any lawful direction given by a person
who has the authority to give such direction.
4.6 An AFP appointee must disclose, and at all times take reasonable steps
to avoid, any conflict of interest (real or apparent) in connection with their
AFP duties or employment.
4.7 An AFP appointee must not make improper use of:
a) information obtained directly or indirectly as a result of AFP duties or
employment; or
b) duties, status, power or authority as an AFP appointee; in order to gain,
or seek to gain, a benefit or advantage for the appointee or for any other
person, or for any other improper purpose.
4.8 An AFP appointee must use and manage Commonwealth resources in a proper
manner.
4.9 An AFP appointee must at all times behave in a way that upholds the good
order and discipline of the AFP.
4.10 An AFP appointee must at all times behave in a way that upholds the AFP
core values, and the integrity and good reputation of the AFP.
4.11 While deployed overseas, an AFP appointee must at all times behave in a
way that upholds the good reputation of Australia.
In accordance with sections 40RH and 40RJ of the Act, a “conduct issue” is
any conduct of an AFP appointee that contravenes AFP professional standards or
constitutes corrupt conduct. This also includes failing or refusing to engage in
conduct.
A matter is considered a conduct issue even if:
The subject is no longer an AFP appointee;
The conduct occurred before the subject became an AFP appointee; occurred
off duty or was private in nature;
The conduct by the appointee also involves / implicates someone who is not
an appointee;
The conduct occurred prior to commencement of Part V of the Act; or
The subject appointee cannot be identified.
Lawful and reasonable off-duty or private conduct will not be investigated
unless the conduct has a bearing on AFP professional standards.
Compliance
5. Compliance with the professional standards of the AFP is the
responsibility of every AFP appointee.
Contravention of professional standards
6. Where an AFP appointee becomes aware of a contravention of professional
standards of the AFP by any AFP appointee, that appointee must report the
contravention in accordance with the requirements of Commissioners Order 2.
7. A contravention of the professional standards of the AFP may be an AFP
conduct issue (which includes corrupt conduct) pursuant to Part V of the
Act.
Complaint management methodology and processes
8. Part V of the Act establishes procedures by which:
a) AFP conduct issues;
b) AFP practices issues; and
c) other issues related to the Australian Federal Police may be raised and
dealt with.
9. AFP conduct issues are dealt with in accordance with their seriousness and
as defined by their category. Wherever possible, less serious matters are dealt
with by management action. More serious matters are generally investigated by
Professional Standards Investigations.
AFP conduct issues
10. Part V of the Act deals with the categorisation of AFP conduct issues and
the complaints management framework for the AFP. The four categories of conduct
issues are outlined in Attachment 1 to this Schedule.
11. Pursuant to s. 40RM of the Act, the Commissioner and the Commonwealth
Ombudsman may, by agreement, determine that conduct of a particular kind will be
categorised as a Category 1, 2 or 3 conduct issue.
Complaints by Members of the Public
12. The AFP supports the rights of members of the public to complain. Members
of the public can complain about:
the conduct or actions of individual AFP appointees, or
the practices and procedures of the AFP.
13. A complaint can be made even in circumstances where:
the conduct or actions of the appointee occurred outside of Australia
the appointee was off-duty and their conduct breaches the AFP professional
standards, or
the complainant cannot fully identify the AFP appointee concerned.
How Members of the Public Lodge a Complaint
14. A complaint must be lodged directly with the AFP. A complaint can be
lodged by:
completing an online form (link is:
https://forms.afp.gov.au/online_forms/complaints_form)
attending or telephoning any AFP police station or office,
contacting or writing to Professional Standards, or
15. A Complaint Management Team (CMT) is established in ACT Policing.
16. The functions, roles and establishment of CMTs will be in accordance with
the AFP National Guideline on Complaint Management.
Professional Standards investigations
Professional Standards Investigations (PRSI) is based in most AFP offices and
some overseas missions. PRSI is headquartered at AFP HQ in Canberra and provides
professional standards investigations services to ACT Policing. Within the
Professional Standards tiered model, PRSI investigate Category 3 conduct matters
and, in consultation with other agencies, may investigate some corruption
matters in support of the Australian Commission for Law Enforcement Integrity
(ACLEI). Appointees outside of the Professional Standards portfolio can also be
empowered to conduct investigations on behalf of Professional Standards.
Although the AFP Commissioner and the Law Enforcement Ombudsman may determine
what comprises a Category 3 matter, such matters are limited to conduct that
does not raise a corruption issue. Potential outcomes that may be applied to an
AFP appointee for an established Category 3 matter include training and
development and remedial action as described in Category 2; termination action
and/or criminal charge.
An investigator of a Category 3 or corruption matter, in addition to normal
police powers of investigation, may for the purposes of the investigation
utilise certain powers bestowed on such investigators by Part V of the AFP Act
1979. These powers include directing appointees to give information, produce
documents or answer questions as well as being able to enter premises occupied
by the AFP and to inspect certain material.
The Commonwealth Law Enforcement Ombudsman
While AFP Professional Standards (PRS) is responsible for resolving
complaints about the actions of AFP appointees in accordance with Part V of the
Australian Federal Police Act
1979, The Commonwealth Ombudsman has a role in providing independent
oversight of such matters.
If a complainant remains dissatisfied after making a complaint to the AFP,
then that person can make a complaint to the Commonwealth Ombudsman under the
Ombudsman Act 1976.
The person can complain about the conduct or actions of individual AFP
members; or the policies or procedures of the AFP as an agency.
Reporting of ACT Policing Complaint Matters
17. Quarterly reporting of ACT Policing complaint matters will occur and will
cover such matters as:
Complaints submitted by category (see Attachment 1);
Complaint trends/systemic issues;
Complaints submitted by source;
Status of complaints;
Finalised conduct issues by category; and
Conduct issue trends.
Attachment 1
Category
Description
Category 1 conduct
Category 1 conduct is inappropriate conduct that:
relates to minor management matters or customer service matters; or
reveals a need for improvement in the performance of the AFP
appointee concerned; and
conduct of that kind does not warrant being treated as category 2 or 3
conduct.
Category 2 conduct
Category 2 conduct is:
minor misconduct by an AFP appointee; or
inappropriate conduct that reveals unsatisfactory behaviour by an
AFP appointee; and
conduct that:
would otherwise be category 1 conduct; and
warrants, because of its repeated nature, being treated as category
2 conduct; and
conduct of that kind does not warrant being treated as category 3
conduct.
Category 3 conduct
Category 3 conduct is:
serious misconduct by an AFP appointee; or
conduct that raises the question of whether termination action
should be taken in relation to an AFP appointee; or
conduct that involves a breach of the criminal law, or serious
neglect of duty, by an AFP appointee; and
conduct of that kind that does not raise a corruption issue.
Corruption issue
A corruption issue is when a person who is, or has been, a staff member
of a law enforcement agency:
has, or may have, engaged in corrupt conduct; or
is, or may be, engaging in corrupt conduct; or
will, or may at any time in the future, engage in corrupt
conduct.
Simon Corbell MLA Minister for Police and Emergency Services
24 June 2011
Tony Negus Commissioner Australian Federal Police
24 June 2011
Roman Quaedvlieg Chief Police Officer for the ACT
24 June 2011
-->
Appendix 3: Ministerial Direction
Minister for Police and Emergency Services Simon Corbell
MLA
This Direction is issued under Section 6 of the Policing Arrangement between
the Commonwealth and ACT Governments and outlines the Government’s priorities
and expectations for the AFP and the Chief Police Officer. This direction is to
be read in conjunction with the 2011-2012 Purchase Agreement between the
Minister for Police and Emergency Services, the AFP Commissioner and the Chief
Police Officer for the ACT.
The role of the Australian Federal Police
In accordance with the Australian Federal Police Act 1979 (the Act),
the Australian Federal Police (AFP) provides community policing services to the
Australian Capital Territory (ACT). In accordance with the Act the Commonwealth
and ACT Governments entered into an arrangement for the provision of policing
services in June 2011. This arrangement details the goods and services to be
purchased by the ACT from the AFP. This arrangement is supported by annual
Purchase Agreements which outline the range of deliverables, key performance
indicators (KPIs) and the agreed price for those services. Consistent with this
agreement I expect ACT Policing to pay due attention to all elements of the
Purchase Agreement.
Special areas of focus
The ACT Government expects the AFP to give special emphasis to the following
broad issues during financial year 2011-12:
Take a leadership role with partner agencies in realising the vision and
objectives of the ACT 2010-2013 Aboriginal and Torres Strait Islander Justice
Agreement.
Continue to work with partner agencies to implement the revised 2011-2014
property crime reduction strategy.
Continue to take a leadership role with partner agencies in the delivery
of liquor industry reforms in the ACT (with particular emphasis on minimising
the adverse effects of alcohol-related violence in public places).
With partner agencies, continue to develop and implement the mental health
intervention strategy.
Continue to work with partner agencies to develop and deliver random
driver drug testing with the aim of improving road safety within the
Territory.
Reporting
The Government expects the AFP to report quarterly to the Minister for Police
and Emergency Services on progress against special areas of
focus.
Simon Corbell MLA Minister for Police and Emergency Services
24 June 2011
Appendix 4: Financial statements and statements of
performance
Appendix 5: Offences reported or becoming known in the ACT 2011-12
Offences reported or becoming known in the Australian
Capital Territory 2011-12
Offences type
Offences reported
Offences cleared
Clear up rate
Male charges
Female charges
Total charges
Offences against the person
Homicide and related offences
Murder
3
2
67%
4
0
4
Attempted murder
0
0
0
0
0
0
Conspiracy to murder
0
0
0
0
0
0
Manslaughter
1
1
100%
1
0
1
Driving causing death
1
1
100%
1
0
1
Homicide unspecified
0
0
0
0
0
0
Total homicide and related offences
5
4
80%
6
0
6
Asssaults (excluding sexual)
Assault causing GBH
37
20
54%
18
2
20
Assault causing ABH
386
275
71%
168
48
216
Assault other
1871
1439
77%
610
162
772
Total assaults (excluding sexual)
2294
1734
76%
796
212
1008
Sexual offences
Sexual assault 1st 2nd 3rd degree
6
6
100%
9
0
9
Sexual intercourse, no consent
72
72
100%
20
0
20
Sexual intercourse, person <16 yrs
62
71
115%
32
0
32
Indecent act, assault
58
55
95%
1
0
1
Indecent act, no consent
63
52
83%
31
2
33
Indecent act, person <16 yrs
84
65
77%
57
3
60
Incest
4
6
150%
5
0
5
Indecent exposure
26
15
58%
8
1
9
Abduction (sexual intent)
0
2
0
0
0
0
Total sexual offences
375
344
92%
163
6
169
Other offences
Kidnap
5
6
120%
5
0
5
Other offences against the person
83
62
75%
59
10
69
Total other offences
88
68
77%
64
10
74
Total other offences against the person
2762
2150
78%
1029
228
1257
Offences against property
Robbery
Armed robbery
134
76
57%
72
3
75
Other robbery
111
35
32%
26
7
33
Total robbery
245
111
45%
98
10
108
Blackmail and extortion
Blackmail and extortion
2
3
150%
2
0
2
Burglary
Burglary dwellings
1805
225
12%
262
13
275
Burglary shops
338
36
11%
37
6
43
Burglary other
445
61
14%
74
8
82
Total burglary
2588
322
12%
373
27
400
Fraud and Misappropriation
Fraud
465
502
108%
291
117
408
Counterfeiting
2
0
0%
0
0
0
Misappropriation
1
0
0%
0
0
0
Total fraud and misappropriation
468
502
107%
291
117
408
Handling stolen goods
Receiving
4
6
150%
12
1
13
Unlawful possession
137
177
129%
129
105
234
Other handling stolen goods
6
7
117%
0
0
0
Total handling of stolen goods
147
190
129%
141
106
247
Theft or illegal use of a vehicle
Motor vehicle theft
1176
115
10%
128
20
148
Bicycle theft
431
7
2%
2
0
2
Boat theft
2
0
0%
0
0
0
Aircraft theft
0
0
0
0
0
0
Other vehicle theft
0
0
0
0
0
0
Unspecified vehicle theft
0
0
0
0
0
0
Total theft or illegal use of a vehicle
1609
122
8%
130
20
150
Other theft
Stock theft
0
0
0
0
0
0
Shop stealing
1165
593
51%
201
275
476
Theft at burglary, dwellings
1199
159
13%
201
7
208
Theft at burglary, shops
196
24
12%
31
5
36
Theft at burglary, other
237
20
8%
28
1
29
Other theft
6056
665
11%
416
162
578
Total other theft
8853
1461
17%
877
450
1327
Property Damage
Arson
244
15
6%
20
2
22
Damage at burglary - dwellings
96
11
11%
22
1
23
Damage at burglary - shops
27
5
19%
11
0
11
Damage at burglary - other
75
3
4%
9
0
9
Other property damage
5432
670
12%
441
84
525
Total property damage
5874
704
12%
503
87
590
Environmental Offences
Pollution
9
9
100%
1
0
1
Flora and fauna
0
0
0
0
0
0
Other environmental offences
6
4
67%
17
3
20
Total environmental offences
15
13
87%
18
3
21
Total offences against property
19801
3428
17%
2433
820
3253
Offences against good order
Government security/operations
25
26
104%
67
17
84
Justice procedures
1293
1219
94%
1848
387
2235
Firearms and weapons
193
170
88%
211
31
242
Other offences against good order
944
769
81%
520
161
681
Total offences against good order
2455
2184
89%
2646
596
3242
Drug offences
Possess and use drugs
421
401
95%
383
72
455
Deal and supply drugs
25
32
128%
60
8
68
Manufacture and grow drugs
24
18
75%
17
5
22
Other drug offences
25
13
52%
0
0
0
Total drug offences
495
464
94%
460
85
545
Traffic offences
Drink driving offences
1392
1356
97%
1232
267
1499
Dangerous and reckless driving
134
117
87%
137
8
145
Driving licence offences
971
954
98%
928
201
1129
Other motor vehicle, traffic and related offences
2641
2340
89%
991
209
1200
Total traffic offences
5138
4767
93%
3288
685
3973
Other offences (not elsewhere classified)
Other offences
205
114
56%
43
11
54
ALL OFFENCES
30856
13107
42%
9899
2425
12324
Appendix 6: Compliance index
Transmittal Certificate
Section A - Performance and
financial management
A.1 The organisation
A.2 Overview
A.3 Highlights
A.4 Outlook
A.5 Management discussion and analysis
A.6 Financial report
A.7 Statement of performance
A.8 Strategic indicators
A.9 Analysis of agency performance
A.10 Triple Bottom Line
Section B - Consultation and
scrutiny reporting
B.1 Community engagement
B.2 Internal and external scrutiny
B.3 Legislative Assembly Committee inquiries and reports
B.4 Legislative report
Section C - Legislative and
policy based reporting
C.1 Risk management and internal audit
C.2 Fraud prevention
C.3 Public interest disclosure
C.4 Freedom of information
C.5 Internal accountability
C.6 Human resources performance
C.7 Staffing profile
C.8 Learning and development
C.9 Workplace health and safety
C.10 Workplace relations
C.11 Human rights
C.12 Strategic Bushfire Management Plan
C.13 Strategic asset management
C.14 Capital works
C.15 Government contracting
C.16 Community grants and sponsorship
C.17 Territory records
C.18 Commissioner for the Environment
C.19 Ecologically sustainable development
C.20 Climate change and greenhouse gas reduction
C.21 Aboriginal and Torres Strait Islander reporting
C.22 ACT Multicultural Strategy
C.23 Positive ageing
C.24 ACT Women’s Plan
C.25 Model litigant guidelines
C.26 Use of terrorism powers
C.27 Notices on non-compliance
Appendix 7: Non-compliance index
This report has been prepared in according with the Policing Arrangement
between the Australian and ACT governments (see Appendix 1) for
the delivery of policing services to the ACT by the Australian Federal Police
(AFP).
The report has also been prepared in accordance with the Australian
Federal Police Act 1979 and the Financial Management Accountability Act
1997.
Where possible, our Annual Report complies with the Chief Minister’s Annual
Report Directions for this reporting period. The following sections are deemed
non-compliant.
Section
Reason for omission
A.8 - Strategic indicators
ACT Policing does not meet the criteria of a department nor that for a
public authority, or ‘prescribed’ Territory authority.
The services provided by ACT Policing are on a ‘fee for service’
arrangement between the ACT Government and the AFP.
C.2 - Fraud prevention
The AFP Fraud Control and Anti-Corruption Plan 2011-2013
addresses the fraud and corruption risks of the AFP.
The plan provides the framework for the management of fraud and
corruption in our organisation and is consistent with the requirements of
the Financial Management Accountability Act 1997 and the
Commonwealth Fraud Control Guidelines.
C.3 - Public interest disclosure
As a Commonwealth agency, our management of public interest disclosure
is in accordance with the information disclosure provisions of the
Australian Federal Police Act 1979 and other Commonwealth
legislation.
We do not comply with the Public Interest Disclosure Act 1994.
C.4 - Freedom of information
As a Commonwealth agency, we operate under the Freedom of
Information Act 1982. Requests for information under the Act are
managed by the AFP’s Freedom of Information team.
Details regarding freedom of information requests received by the AFP
during the reporting period are detailed in the AFP Annual Report.
We do not comply with the Freedom of Information Act
1989.
C.9 - Workplace health and safety
As Commonwealth employees we are subject to the Workplace Health
and Safety Act 2011.
We are therefore not subject to Division 6.8 of the Work Safety Act
2008.
C.12 - Strategic Bushfire Management Plan
ACT Policing is not a manager of unleased Territory land - nor an owner
- and therefore do not have reporting requirements under the Emergency
Act 2004 (s. 85).
C.14 - Government contracting
As a Commonwealth agency we fall within the Commonwealth Financial
Management and Accountability framework. Under this framework the AFP is
required to comply with the Commonwealth Financial Management and
Accountability Act 1997, Financial Management and Accountability
Regulations 1997, Financial Management and Accountability Orders 2008
and Commonwealth Procurement Guidelines.
We do not comply with the Government Procurement Act
2001.
C.17 - Territory records
Our records are managed in accordance with the requirements of the
Commonwealth Protective Security Manual, the Australian
Federal Police Act 1979, the Archives Act 1983 and other
relevant Commonwealth and Territory legislation.
As such, we do not have a Records Management Plan in the form required
under the Territory’s legislation. We therefore do not comply with the
Territory Records Act 2002.
C.19 - Ecologically sustainable development
As a Commonwealth agency the reporting requirements of the ACT
Environment Protection Act 1997 do not apply to us.
C.20 - Climate change and greenhouse gas reduction
As a Commonwealth agency the reporting requirements of the Climate
Change and Greenhouse Gas Reduction Act 2010, s. 25, do not apply to
us.
C.25 - Model litigant guidelines
As a Commonwealth agency any legal work performed for ACT Policing is
provided to the Commonwealth, and does not constitute Territory legal work
for the purposes of the Law Officer Act 1992 (ACT).
The AFP complies with the Model Litigant Policy under the Judiciary
Act 1901 (Cth), and abides by the Legal Service Directions issued by
the Commonwealth Attorney-General.
C.27 - Notices of non-compliance
As the community policing arm of the AFP, ACT Policing is not subject
to the Dangerous Substances Act 2004 or the Medicines,
Poisons and Therapeutic Goods Act 2008.
Appendix 8: Abbreviations
ABS Australian Bureau of Statistics
ACLEI Australian Commission for Law Enforcement
Integrity
ACT Australian Capital Territory
ACTT Alcohol Crime Targeting Team
AFP Australian Federal Police
AJA Aboriginal Justice Agreement
AJC Aboriginal Justice Centre
ANCOR Australian National Child Sex Offender Register
ANZPAA Australia New Zealand Policing Advisory Agency
AOCC AFP Operations Coordination Centre
ATSI Aboriginal and Torres Strait Islander
CAD Computerised Automotive Dispatch
CCTV closed circuit television
CHANCES Community Helping Aboriginal Australians to
Negotiate Choices leading to Employment and Success
CISS Coordinator Investigations Support Services
CMT Complaint Management Team
CRAMS Complaint Recording and Management System
CTT Crime Targeting Team
DPP Director of Public Prosecutions
EMC Exhibit Management Centre
ESD ecologically sustainable development
HR Human Resources
JaCS Justice and Community Safety Directorate
JP Justice of the Peace
KPI key performance indicator
LSL long service leave
MDMA the drug, ecstasy
MHCPI Mental Health Community Policing Initiative
MLO Multicultural Liaison Officer
MOS Ministerial and Operational Support
MoU Memorandum of Understanding
NAIDOC National Aborigines and Islanders Day Observance
Committee
NCTC National Counter-Terrorism Committee
NSCSP National Survey of Community Satisfaction with
Policing
NSW New South Wales (the State)
OIC officer-in-charge
ORG Operational Response Group
PCYC Police and Community Youth Club
PDA Performance Development Agreement
POC Police Operations Centre
PROMIS Police Real-time Online Management Information
System
PRS Professional Standards (AFP function)
RAPID Recognition and Analysis of Plates IDentified
RBT Random Breath Test
RRDT Random Roadside Drug Testing
RSOT Road Safety Operations Team
SLO Seniors Liaison Officer
SPS Suburban Policing Strategy
SRG Special Response Group
SRS Specialist Response and Security
TAMS Territory and Municipal Services Directorate
VIP Volunteers in Policing
VLO Victim Liaison Officer
WH&S Workplace Health and Safety
Appendix 9: Glossary
Term
Definition
Autocite
A small, portable, hand-held computer terminal which allows authorised
officers to issue on-the-spot infringement notices for traffic and
criminal offences.
Average Lost Time Rate
The average of working days lost per lost time incident. This rate
provides a measure of the severity of injuries being experienced by
workplaces over time.
Complaint issues
Issues associated with a complaint made in accordance with Part V of
the Australian Federal Police Act 1979.
Conducted energy weapon
A device that, by design, delivers an electrical charge with the
intention of incapacitating the subject (for example, a Taser).
Custody
The restriction or removal of a person’s right to freedom of movement.
May also be constructive as a result of a person believing that
they may not exercise their free will as a result of dealings with a
police officer and is deemed to exist in circumstances where a person:
i) is in the company, care, custody or control of a member or special
member, and is restricted from leaving that company for the time being
ii) is placed in a holding room
iii) is lodged in police cells or an area or facility controlled by
police
iv) is placed under arrest.
Hearing brief of evidence
A collation of all relevant evidentiary material relating to a
prosecution to be forwarded to the Director of Public Prosecutions (DPP).
It is accepted that for the judicial process, measures within the Purchase
Agreement (see Appendix 2) - measures 24,
25, 26 and 27 - the efficiency of other agencies such as the DPP as well
as the capacity of victims and witnesses to present their evidence may
also affect judicial process outcomes.
Injury
An injury sustained by any person as a result of a collision, which
necessitates treatment by a medical practitioner.
Lost Time Incident Rate
The number of lost time incidents for each one hundred workers
employed.
Offence
A breach of the criminal law.
Offences against the person
Offences against the person include homicide and related offences,
assaults, sex-based offences, kidnap and other offences against an
individual.
Offences against property
Offences against property include robbery, blackmail, extortion,
burglary, fraud, motor vehicle thefts, other theft offences, property
damage and environmental offences.
Offences cleared
This covers offences cleared by arrest, caution, summons, charge
withdrawn, unfounded, Voluntary Agreement to Attend Court, charge before
court, diversionary conference, Simple Cannabis Offence Notice, complaint
withdrawn by victim, insufficient evidence to proceed or offences
otherwise resolved.
Prescribed concentration of alcohol
The amount of alcohol detected in a person’s blood or on their breath
while they were in control of a vehicle. ACT legislation stipulates three
levels of blood-alcohol motorists must abide by:
(i) ‘L plater’ or ‘P plate’ driver - no more than 0g of alcohol in
100mL of blood or 210L of breath
(ii) special driver - no more than 0g of alcohol in 100mL of blood or
210L of breath
(iii) for any other person - 0.05g or more of alcohol in 100mL of blood
or 210L of breath.
Police response
All police attendance to calls for assistance from members of the
community that fit within the prioritised response model.
Prioritised response model
The model used by the Computer Aided Dispatch system to prioritise
incidents for dispatch of patrols.
Priority one incident
Life threatening or time-critical situations.
Priority two incident
Situations where the information provided indicates that time is
important but not critical.
Priority three incident
There are two possible responses to situations where there is no
immediate danger to safety or property: police attention or police
response. Each incident will be managed on a case-by-case basis in full
consultation with the complainant. During that consultation, a
determination will be made as to whether the complainant agrees that the
matter can be handled over the telephone (by police attention) or if
attendance is required by police. If the latter, then attendance must be
no later than 48 hours from the initial contact by the
complainant.
Volume crime
Volume crime relates to the majority of offences - against the person
or property - which are committed and, as such, have a significant impact
on a large number of community members. This includes offences such as
motor vehicle theft.
This work is copyright. Apart from any use as permitted under the
Copyright Act 1968, no part may be reproduced by any process without
written permission from the Australian Federal Police (AFP), ACT Policing.
CONTACT OFFICER FOR THIS REPORT
General inquiries about this report should be directed to:
For general information about the AFP, telephone National Headquarters on
(02) 6131 3000.
The hearing impaired can contact the AFP through a telephone typewriter
facility on (02) 6256 7700.
For general inquiries regarding the content of this annual report please
contact (02) 6264 9460.
Internet
Information about ACT Policing can be found at the ACT Policing website,
police.act.gov.au, where an electronic version of this report can also be
found.
