© Commonwealth of Australia 2013

ISSN 1838-2622

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:

Coordinator — Media and Public Engagement

ACT Policing

GPO Box 401

Canberra ACT 2601

Telephone: (02) 6264 9460

Facsimile: (02) 6264 9466

Email: act-police-marketing@afp.gov.au

GENERAL CONTACT DETAILS

Post

Written requests for information can be sent to:

Coordinator — Media and Public Engagement

ACT Policing GPO Box 401 Canberra City ACT 2601

Telephone

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.

For Freedom of Information requests contact (02) 6131 6131, foi@afp.gov.au, or go to afp.gov.au.

CONTENTS

Chief Police Officer’s letter of certification iii

Chief Police Officer’s foreword viii

ACT Policing: at a glance xii

“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””Chief Police Officer’s foreword”

“B.2: Internal and external security”

“B.3: Legislative Assembly Committee inquiries and reports”

“B.4: Legislative report”

“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”

“C18: 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: Notices of non-compliance”

“C.27: Property crime reduction”

“Appendix 1: Policing Arrangement”

“Appendix 2: Purchase Agreement” “Appendix 3: Ministerial Direction”

“Appendix 4: financial statements and statements of performance”

“Appendix 5: OFFENCES REPORTED OR BECOMING KNOWN IN THE ACT 2012–13”

“Appendix 6: Compliance index”

“Appendix 7: NON-COMPLIANCE INDEX”

“Appendix 8: Abbreviations”

“Appendix 9: GLOSSARY”

“Appendix 10: INDEX”

Chief Police Officer’s foreword

In a policing environment where community expectations are of the highest order and our results have been consistently first rate, ACT Policing has again performed at an outstanding level.

This financial year we exceeded or achieved 27 of our 32 key performance indicators (KPIs), one better than last year.

One of our most notable accomplishments is the continued reduction in property offences, down by 5.2 per cent (or 1058 offences) compared with the previous reporting period. This represents the lowest rate of property offences in 11 years.

Our challenge is to ensure we reach our target, outlined in the Property Crime Reduction Strategy 2012–2015, which is to reduce reported ACT burglary crime by a further10 per cent and motor vehicle theft by a further 20 percent by 31 December 2015. ACT Policing is delivering on the strategy’s goals of stopping the cycle of offending, engaging the disengaged, and creating a safer, more secure community. Programs such as Project Safe Plate – an initiative aimed at decreasing the number of vehicle registration plate thefts and subsequent follow-up offences – and our White Ribbon Day ambassadorial campaign – aimed at preventing violence against women – work towards these objectives.

One area where we are successfully engaging the disengaged is in our referral of juveniles to diversionary programs. We far exceeded our target of 76, referring 173 young people, an increase from 121 referrals from the previous year. Similarly, 156 people were diverted into our early intervention and drug-diversion program, exceeding this target by 95 per cent.

This year 26 people completed the Community Helping Aboriginal Australians to Negotiate Choices leading to Employment and Success (CHANCES) Program. This is a holistic program specifically designed for and delivered to Aboriginal and Torres Strait Islander people assessed to be at risk of homelessness, re-offending or facing long-term unemployment. ACT Policing’s Aboriginal and Torres Strait Islander Community Engagement Team (A&TSICET) provided support and $10 000 in grant assistance, which was divided across two CHANCES Programs delivered in July 2012 and February 2013.

The ACT community has strong confidence in its police to keep the city safe but, as the KPIs demonstrate, we still have some work to do on the community’s perceptions of crime. We are working to meet the often intangible KPIs surrounding perceptions of crime by providing greater reassurance about the overall safety of the ACT and the success of our crime-prevention strategies by publishing the number of arrests, charges and successful prosecutions via media releases on the ACT Policing website, by engaging with the community through social media, and by publishing crime statistics, suburb by suburb, on our website.

Meanwhile, more traditional forms of community engagement have been revamped. In March we implemented a revised Suburban Policing Strategy (SPS), reinforcing our intelligence-led approach to policing, at a local level, and our commitment to back-to-basics patrol craft, where engagement with the community (and customer service) is again a focus.

The primary aim of the new SPS is to increase the effectiveness of crime and safety management by ACT Policing. This is being achieved by an increased interaction between the public and police through accessibility and engagement. Rather than focusing on visibility, which has been removed from the revised SPS, officers are encouraged to step out, walk, and actively interact with members of the public in order to hear their ideas and concerns first hand. In this reporting period we undertook 13 839 SPS-related activities, with the proposed changes to the delivery to be measured over the medium to long term.

We continue to focus on flexibility on the frontline. Throughout this year’s report you can read about the outcomes of the roster review. Catering for everyone’s needs was always going to be difficult, so our aim was to find a roster that combines strong organisational outcomes with a sensible work–life balance to suit most circumstances.

A total of 11 people died on ACT roads during the reporting period. We actively seek to reduce the loss of lives on our roads and, during the reporting period, ramped up our enforcement activity significantly through more roadside drug testing, as well as laser detection of speeding drivers and close attention to unsafe or inattentive driving. During the reporting period our Recognition and Analysis of Plates Identified (RAPID) number plate recognition system performed 1 049 453 scans, identifying unregistered vehicles, vehicles without compulsory third party insurance, as well as unlicensed, disqualified, and suspended drivers. Our multi-agency approach to road safety continues, with a coordinated calendar of activity shared with ACT Government agencies such as Territory and Municipal Services.

In addition to our core policing function, our officers securely escorted high-profile dignitaries, including His Royal Highness the Prince of Wales and the Duchess of Cornwall.

Supporting our frontline staff during these high-profile visits, and many other major events or incidents, are our Volunteers in Policing (VIPs). Our VIPs began their second decade of support, cementing themselves firmly as a crucial part of our business. Improving on last year’s results, they clocked up a massive 17 991 hours work during this reporting period, almost 150 000 hours since the program began in December 2001 (the equivalent of 75 years).

For ACT Policing, the high standards set by this past reporting year will challenge us to improve even further. Throughout this report you can read about our people and how they contribute to the work of policing the ACT.

 Rudi Lammers

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 the ACT.

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 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 approach

Our 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 people

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

The operating budget for ACT Policing in this reporting period was $146 194 000.

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

Our numerous highlights and major achievements in 2012–13 included the lowest rate of property offences recorded in more than 10 years, and a decrease in the number of offences against the person of 10.3 per cent from the previous year. We also far exceeded our measure in referring juveniles to diversionary programs, referring 173 young people to restorative justice, an increase from 121 referrals in the previous year.

Our major highlights for the reporting period include:

Homicide investigations and murder convictions: Our Criminal Investigations function investigated one alleged murder in Red Hill during this reporting period. The first guilty plea to a charge of Murder for more than 15 years was entered in the ACT Supreme Court in February for a shooting in Hughes which occurred in 2010. A jury found another man guilty of murder for a vicious bashing and drug robbery which occurred in Belconnen in 2010.

Criminal Investigations: Operations GALVANIC and RIVERDALE: Our Criminal Investigations function completed protracted investigations into armed robberies, sexual assaults and fraud. These investigations and the subsequent arrests of alleged offenders is a significant achievement.

Unsolved homicides rewards and campaign: Rewards of $500 000 were posted as an incentive for people with information that could lead to the arrest and subsequent conviction of the person or people responsible for the murders of Irma Palasics (aged 72) in 1999, Kathryn Grosvenor (aged 23) in 2002, Susan Winburn (aged 45) in 2004, and Frank Campbell (aged 45) in 2005.

Action on First Instance Warrants: We took part in Operation AVERT, a three-month coordinated effort by all Australian policing agencies dedicated towards locating and arresting people wanted on outstanding arrest warrants. Between July and October 2012, we made 188 arrests as part of the operation.

Launch of the Specialist Response Group: The formation of the AFP’s Specialist Response Group (SRG) came into effect on 1 July 2012. This group was formed through the amalgamation of two policing elements within the AFP: ACT Policing’s Specialist Response and Security (SRS) and the International Deployment Group’s Operational Response Group (ORG). The amalgamation of the SRS and the ORG delivers 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.

Volunteers in Policing start a second decade: Our volunteers are a crucial part of our business. This year the Volunteers in Policing (VIP) program began its second decade of service. The program continues to support ACT Policing’s effectiveness and capacity to meet operational and business requirements.

Constable Kenny Koala program refresh: The Constable Kenny Koala brand and program underwent a refresh to ensure Constable Kenny is still appealing to new generations of kids. The refresh included the revamp of Constable Kenny’s website (constablekenny.org.au).

Police Assistance (131 444) – 10-year anniversary: Over the past decade we have received over 900 000 calls to the Police Assistance (131 444) line and, in doing so, have saved both lives and property. August 2012 marked the 10th anniversary of the switchover to the national 131 444 police assistance line.

Alcohol Crime Targeting Team (ACTT) builds strong working relationships: The ACTT attended celebrations and festivals throughout the year to encourage responsible alcohol service and consumption. The team collaborated effectively with the Office of Regulatory Services (ORS) Liquor Licensing Department.

Safe Summer campaign launched with Operation UNITE: We once again took part in the trans-Tasman campaign Operation UNITE, a weekend of action specifically directed at reducing alcohol-related crime. It coincided with the launch of the media-led Safe Summer campaign which disseminated safety messages in the lead-up to events such as Australia Day, New Year’s Eve celebrations and Summernats.

CHANCES Program: We once again supported the CHANCES Program, designed for and delivered to Aboriginal and Torres Strait Islander people. This program targets those who are assessed to be at risk of homelessness, re-offending or facing long-term unemployment.

Canberra bushfires 10-year anniversary: Many of our officers on duty during the Canberra bushfires on 18 January 2003 paused and reflected as this year as we marked the 10-year anniversary of the tragedy. A commemorative service was held at the ACT Bushfire Memorial in Stromlo Park.

Community Liaison Team – Multicultural Liaison Officer (MLO): The MLOs interacted with the culturally and linguistically diverse (CaLD) community at multicultural events to promote a positive perception of police. The MLO also conducted engagement and education sessions with our members on cultural awareness. These sessions are delivered during recruit training, Watch House training and the mental health community policing initiative training.

Skyfire event and sponsorship: Crowds at Skyfire traditionally consist of teenagers, young adults and family groups. It is one of the few all-age events in the ACT where alcohol is permitted. 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.

ACT Community Policing Medal: On 26 June we recognised 73 current and former ACT Policing members for their diligent service and commitment to policing when they were awarded the ACT Community Policing Medal. The ACT Community Policing Medal is an award that celebrates the often unrecognised achievements and dedication of the men and women who serve and protect the people of Canberra for a period of more than 10 years.

ACT Policing marks its centenary milestone with a book launch: As Canberra celebrated its centenary we too marked the occasion with the launch of a hard-bound publication celebrating 100 years of policing in the Territory. Many of the most memorable and dramatic police incidents in the history of the Territory, from the tragedy of the 1997 hospital implosion and the 2003 bushfires to the 1993 siege at the Jolimont Centre, were included in the book.

Visiting dignitaries: We played a significant role in the security arrangements for a number of high-profile visits during the reporting period, including His Royal Highness the Prince of Wales and the Duchess of Cornwall.

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.

• High-profile investigations: Investigations into the Defence Abuse Response Taskforce (DART), the Royal Commission into Institutional Responses to Child Sexual Abuse and the Board of Inquiry into David Eastman’s conviction over the 1989 shooting murder of Assistant Commissioner Colin Winchester. All three presented a challenge in terms of having a high public profile.

• 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.

• Satisfaction with police and community confidence: Ensuring our actions remain transparent and that we are engaged with the public to ensure a high level of satisfaction and community confidence with police. To build community confidence we must maintain our presence in the community through the revamped Suburban Policing Strategy and continue to build interaction with the community through social media.

• Flexibility on the frontline: Ensuring we use our resources efficiently. Our challenge is to develop a more flexible workforce that is sustainable for both management and police officers, and will give many frontline ACT Policing members the work–life balance they require.

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 outputs: 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 27 out of the 32 KPIs for this reporting period.

More information about our performance can be found at Section A.9: Analysis of agency performance.

Senior Constable Emma Hodges Emergency Management and Planning

On any given day, Senior Constable Emma Hodges could be writing or researching an exercise, setting up a Police Operations Centre, being a liaison officer at an evacuation centre or planning the safe passage of a high-profile guest of the Australian Government through the ACT streets.

The variety of work that members of Emergency Management and Planning (EM&P) team experience was the appeal to Emma. A major part of her role is to write training exercises which are then conducted under the auspices of the Australia–New Zealand Counter-Terrorism Committee (ANZCTC).

EM&P bid for ANZCTC funding each year. This funding, in addition to normal budget allocations, helps to ensure ACT Policing practices are continually updated and resources are used appropriately. It also allows EM&P to work with partner agencies in an environment where pressure is exerted, just like in a real incident, but the consequences are managed and outcomes measured for lessons learned.

“The best part about the exercises is the learning and role playing. We learn not only from our own decisions but from other agencies and jurisdictions.”

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

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 Home Affairs and Justice 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 is supported by an annually negotiated 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:

1. 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.

2. 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.

3. 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.

4. 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 its 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.

As an integral part of the AFP, we pride ourselves on being a values-driven organisation. The core AFP 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 the Chief Police Officer for the ACT, the Deputy Chief Police Officer – Response, the Deputy Chief Police Officer – Crime, and the Director Corporate Services.

As an Assistant Commissioner of the AFP, the Chief Police Officer reports to the Commissioner of the AFP. 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.

The Chief Police Officer is supported by the three functional streams of Crime, Response, and Corporate Services.

The Deputy Chief Police Officer – Crime is responsible for the management of specialised policing services including Criminal Investigations, ACT Policing Intelligence and Crime Prevention, Judicial Operations (including the ACT Watch House), Criminal Investigations, and the Specialist Response Group (SRG).

The Deputy Chief Police Officer – Response is responsible for the management of North and South District General Duties (including the Volunteers in Policing program), ACT Policing Operations, Traffic Operations, and Emergency Management and Planning (including the Exhibit Management Centre (EMC) and ACT Firearms Registry).

The Director Corporate Services is responsible for the delivery of enabling services to support frontline policing services to the ACT community. These include Ministerial and Operational Support (MOS), Finance and Logistics, Human Resources and Media and Public Engagement.

An organisational structure chart can be found at Figure C.5.1 in Section C.5 Internal Accountability.

Crime

ACT Policing Intelligence and Crime Prevention

An amalgamation 12 months ago of the ACT Policing Intelligence and Crime Prevention functions brought the service delivery of those business areas in line with the broader AFP strategic principles of intelligence-led, risk-based deployment of resources. The close collaboration between the two functions has allowed a more effective flow of information, which is vital to the success of ACT Policing crime prevention efforts, including diversion and response activities.

ACT Policing Intelligence provides an intelligence capability and supports police activities, and informs 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 focuses on increasing community confidence in police through interaction and engagement with the community. An important element in the ultimate success of the programs is working with key stakeholders across government and the community sector. The involvement of and consultation with these groups has enabled development and delivery of community crime prevention programs, including the:

• Suburban Policing Strategy, which is delivered by all areas of ACT Policing and is designed to increase the visibility and availability of police in the community

• Family Violence Intervention Program, which provides a coordinated community and criminal justice response to family violence in the ACT

• Victim Liaison Officers who provide advice and support to victims of crime and ensure those victims whose matters enter the criminal justice system are supported and connected with other victim support services

• Home and Personal Safety Program, which provides crime prevention advice relating to home and personal safety and home safety assessments to householders and residential burglary victims

• support for community organisations, which includes ACT Neighbourhood Watch and the Canberra Police and Community Youth Club (PCYC)

• Multicultural Liaison Team, which works with Canberra’s multicultural community to address community issues and concerns, ACT Policing engages with refugee and migrant groups to provide education about the role of police in the community

• Youth Liaison Team, which identifies young people at risk and young offenders, and liaises with support services for referral to programs that divert these young people away from crime and harmful behaviours

• Early Intervention Pilot Program, which targets under-age drinkers as part of the National Binge Drinking Strategy. While the pilot program has recently concluded, it is intended that police will continue with the early intervention program as part of everyday business

• Police Early Diversion Scheme, which provides a diversionary pathway for offenders engaged in personal drug use

• Alcohol Crime Targeting Team, which was formed in 2010 to strengthen the enforcement of new ACT Government liquor laws. The team actively works with partner agencies in combating the adverse effects of alcohol related violence in public places. In addition, it addresses the issues associated with the sale and supply of alcohol through engagement, education and enforcement activities focused at licencees

• Aboriginal and Torres Strait Islander Community Engagement Team, which works closely with members of the Aboriginal and Torres Strait Islander community to reduce its involvement in the criminal justice system and to improve self-esteem through education and sporting activities

• Business Liaison Team, which works with Canberra’s business community and industry representatives to provide advice on crime prevention activities. This helps to protect their businesses and reduces the likelihood of becoming victims of crime.

Judicial Operations

Judicial Operations provides regulatory and legal support to ACT Policing, including:

• ACT Watch House custodial operations

• quality assurance of briefs of evidence to ensure compliance with relevant protocols and court requirements

• coordination, liaison and facilitation of enquiries into reportable deaths on behalf of the Coroner

• the 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

• legal support, research and planning including:

» advice to officers on changes to, and the application of, the law

» evaluation of all ACT failed and withdrawn rosecutions to identify potential procedural improvements that may reduce the numbers of these prosecutions

» management of family law matters arising from the Family Court of Australia

» minor complaints management via the Complaints Recording and Management System

» adjudication on disputed traffic and camera infringement notices

» maintenance of the Autocite traffic infringement system.

Detective Sergeant Tony Crocker Sexual Assault and Child Abuse Team, Criminal Investigations

As a police recruit, Detective Sergeant Tony Crocker aspired to work for an organisation which shared his values and beliefs, and sought to make a difference to the local community.

As a team leader of the Child Abuse Team, Tony’s typical day is spent allocating new investigations, talking with victims of crime and providing a workplace where his team feel their decisions are supported.

Although a challenging workplace emotionally, leading investigations into child abuse provides a great deal of job fulfilment for Tony and he attributes this to the team he leads.

“I enjoy coming to work knowing my colleagues are dedicated to the job.”

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.

Specialist Response Group

The Specialist Response Group (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 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 meet a range of operational requirements.

The SRG provides these services to the ACT:

• 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

• 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.

For more information about the SRG see Section A.2: Overview.

Superintendent Rod Kruger explains a scenario demonstration during the launch of the SRG to Minister for Police and Emergency Services Simon Corbell, AFP Commissioner Tony Negus and former Chief Police Officer for the ACT Roman Quaedvlieg.

Response

North and South District — General Duties

ACT’s five police stations — Belconnen, City (Civic), Gungahlin, Woden and Tuggeranong — work together to respond to requests for police assistance across Canberra.

Patrols from North District (including the police stations of Belconnen, City and Gungahlin) investigate incidents and crime in the Central Business District, inner north, Belconnen and Gungahlin. Patrols from City Police Station investigate incidents and crime in Yarralumla, Parkes, Barton, Fyshwick, Beard, Oaks Estate and Capital Hill. Patrols from South District (including the police stations of Woden and Tuggeranong) investigate incidents and crime in Kingston, Manuka, Fyshwick, Woden, Weston, Hume and those suburbs vin the Tuggeranong Valley. South District also operates a two-member Rural Patrol team which services the ACT’s rural population from the Tuggeranong Police Station.

Districts share responsibility for responding to incidents, undertaking patrols and detecting and investigating crime.

The five stations also provide a 24/7 general enquiry and face-to-face service for the community. Figure A.1.1 includes the emerging suburbs of Coombs, Denman Prospect, Molonglo and Wright. For more information on the challenges posed by our expanding communities, see Section A.3 Highlights.

ACT Policing Operations

ACT Policing Operations provides centralised command, control, communications and coordination services for ACT Policing.

Services provided by ACT Policing Operations include:

• receipt and triage of Triple Zero (000) and 131 444 police assistance calls

• receipt and triage of ACT Crime Stoppers and general enquiry calls

• receipt and triage through the Operations Monitoring Centre of written and electronic requests for police investigations

• management and allocation of resources to ensure an efficient and timely response to requests for assistance

• delivering command, control, communication and coordination oversight of all ACT Policing operational activity

• monitoring of the ACT’s CCTV network and timely response to incidents requiring police attention

• operating and maintaining call centre and despatch information communications technology infrastructure

• servicing and maintaining the ACT Policing secure radio network

• maintaining ACT Policing’s vehicle fleet communications capability, including installation of lights and sirens, radar and certified speedometers

• calibration of speed-measuring devices and breath-analysing instruments.

During the reporting period ACT Policing Operations handled 152 282 calls for police assistance (not including general switchboard calls), including 28 130 Triple Zero (000) calls, 95 505 non-emergency calls to 131 444 (police), and 5366 calls to Crime Stoppers. Police were dispatched to 78 785 incidents.

ACT Mental Health Clinicians continued to be embedded in ACT Policing Operations during this reporting period as part of the Mental Health Community Policing Initiative (MHCPI). This year the service was extended to seven days a week. Since the launch of the MHCPI the mental health clinicians have been involved with more than 2000 cases. This has been attributed to a reduction in emergency actions from 80 to 40 per month.

For more information see Section A.3: Highlights.

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.

Emergency Management and Planning

The Emergency Management and Planning team is made up of two key areas:

• Emergency management is responsible for reviewing, revising and applying ACT’s emergency plans. These plans outline the inter-agency regional response to an emergency situation.

• Visits (delegations) is responsible for the development of operational strategies and the deployment of ACT Policing resources to major events (such as Skyfire, Canberra’s 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.

Exhibit Management Centre (and ACT Firearms Registry)

The EMC provides shopfront services to the ACT community and administers the approvals for ACT firearm licenses and registrations, ensuring compliance with the ACT Firearms legislation.

The EMC primarily 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.

Volunteers in Policing program

Our Volunteers in Policing (VIP) program, coordinated by South District, provides the opportunity for experienced members of our community to make a positive contribution by using their skills to support the work of ACT Policing and, importantly, our frontline members.

Roles undertaken by our VIPs include:

• supporting ACT Policing’s commitment to community events

• undertaking Justice of the Peace duties

• role playing (as part of recruit training)

• assisting with administration duties

• front office support at police stations

• supporting the Chequered Ribbon Association.

During this reporting period our VIPs provided 17 991 hours of service — averaging more than 1499 hours per month over a 12-month period — undertaking a range of duties, including role playing for recruit training, front office support at police stations, letterbox drops and assistance at community events.

Sergeant Craig McPherson Traffic Operations

Straight out of school in 1988, Sergeant Craig McPherson walked into the AFP headquarters and lodged his application to become a police officer. Now, 25 years later, Craig is the Operations Support Sergeant (OSS) for Traffic Operations.

Craig works in legislative reform, policy change and training, which he appreciates, is not for everyone. He enjoys it so much he has taken on further tertiary studies in this field.

“To be a part of the change process for legislative reform, understanding policy and procedures is something I thrive on. I enjoy the training aspect of my role, passing on lessons learnt to younger members is very rewarding, and especially when I see my teams expand their professional skills and become more rounded and highly skilled police officers.”

The dynamic environment of ACT Policing still appeals to Craig.

“The best part is getting to ride the police bikes. It still makes you feel like a six-year-old every time.”

Corporate Services

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:

• financial framework compliance

• accounts payable and accounts receivable

• coordinating witness travel

• stocktake of our assets and firearms

• budget preparation and management

• financial reporting and analysis

• procurement and contract support

• preparing ACT Policing financial statements

• providing specialist advice relating to major capital upgrades

• administering the routine maintenance of existing facilities

• managing ACT Policing’s vehicle fleet.

Human Resources

Human Resources (HR) works to align people-management policies and practices with business objectives to support ACT Policing through:

• strategic and operational workforce planning to promote a professional and sustainable workforce

• providing HR advice to all ACT Policing members and stakeholders

• recruitment and selection of unsworn personnel and 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

• supporting processes relating to Performance Development Agreements to reward effective performance and identify opportunities for development

• management of workplace injuries, rehabilitation and graduated return-to-work arrangements, with a focus on early intervention strategies

• advising on workplace health and safety policy, practical interventions in the workplace and risk management issues

• the coordination of retention policies and practices, including advancements and transfers

• management of ACT Policing staff rosters

• management of ACT Policing events rosters

• contributing to ACT Policing and AFP policies and projects

• liaising with AFP business areas and HR teams on a range of workforce strategies.

Media and Public Engagement

Media and Public Engagement 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 Public Engagement include:

• responding to media enquiries about police incidents, and distributing written, audio, visual and photographic material

• producing media releases and facilitating print, radio, online and television interviews and comment on law enforcement issues, incidents and community initiatives

• facilitating media training for operational police officers

• providing internal communications services, including writing, editing and producing our monthly internal staff magazine, ACT Policing News

• 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, monitoring and developing our social media presence (twitter/ACTPolicing, twitter/ConstableKenny and twitter/ACTPol_Traffic), and the open-source website police.act.gov.au and constablekenny.org.au

• project managing initiatives to stimulate public interest and focus on specific crime types, security issues or brand perception through strategies that include community events such as White Ribbon Day, Project SafePlate, the ActewAGL Royal Canberra Show, and community requests

• coordinating the in-schools education program — Constable Kenny Koala — designed to educate school-aged children on a range of safety matters, as well as managing the program scheduling, social media presence, Constable Kenny Koala visits to fairs and events, and associated merchandising and promotion

• managing CCTV-related material and other audio-visual recording of evidence in support of investigations

• liaising with state and territory police media as well as ACT and Australian Government department representatives on common issues and public information coordination

• producing our annual report and associated reports (controlled operations and surveillance devices)

• providing media advice and support to the Chief Police Officer for the ACT, the Deputy Chief Police Officers and the Director Corporate Services

• archiving/retrieval of ACT Watch House CCTV footage as required by AFP Professional Standards.

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 the ACT Policing corporate governance framework supporting 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

• briefing support for ACT Policing executive attending national and international forums.

Ashley Byron Team Leader Performance, Evaluation and Review

Having previously worked at the Australian Bureau of Statistics (ABS) for eight years, Crime Statistics and being part of a small team seemed like an intriguing and interesting challenge to Ashley Byron. He has now been with ACT Policing for just over seven years.

“I have always enjoyed working with statistics and numbers. At ACT Policing I get to do this on a daily basis.”

As Team Leader of the Performance, Evaluation and Review Team (PERT) Ashley is responsible for the compilation, analysis and reporting of crime-related statistics. His team coordinates and manages internal and external statistical analysis reporting and quarterly performance monitoring reporting obligations for the ACT Government.

“I have been fortunate in that, since starting with ACT Policing, I have always worked in a great team....”

PERT is also responsible for providing statistics for a number of high-profile reports such as the ACT Policing Purchase Agreement, ABS Victims and Offenders publications and the Australian Crime Commission (ACC) Illicit Drug Data Report.

“New requests always create a challenge which requires utilising problem-solving skills and involves programming, which, yes, I actually do enjpy!”

Our clients and stakeholders

Our primary client is the community that we serve and protect. We work in close partnership with the community 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), we are responsible for reporting quarterly and annually on our outputs and KPIs to the Minister for Police and Emergency Services.

Building partnerships with the community lies at the core of effective community policing. 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 government and non-government agencies and not-for-profit organisations.

Some of our stakeholders include:

• ACT Aboriginal and Torres Strait Islander Elected Body

• ACT Corrective Services

• ACT Courts, including the Sentence Administration Board

• ACT Government

• ACT Health Directorate

• ACT Ombudsman

• ACT Victims of Crime Commissioner

• Australian Commission for Law Enforcement Integrity

• Australian Crime Commission

• Australian–New Zealand Police Advisory Agency

• Australian Security Intelligence Organisation

• Commonwealth Government Attorney-General’s Department

• Emergency Services Agency — ACT Ambulance, Fire Brigade, Rural Fire Service and State Emergency Service

• Housing and Community Services Directorate, including Bimberi Youth Justice Centre

• Human Rights Commission

• Justice and Community Safety Directorate

• Office of Regulatory Services

• Office of the Director of Public Prosecutions

• support services such as the Domestic Violence Crisis Centre, SupportLink, Menslink, Victim Support ACT

• Territory and Municipal Services Directorate

• communication agencies

• community partners such as Crime Stoppers, PCYC, Neighbourhood Watch and the ACT Multicultural Council Inc

• local businesses, schools, community groups and centres

• media outlets

• reporting agencies including the Australian Bureau of Statistics and the Australian National Audit Office

• research bodies, such as the Australian National University, University of Canberra and the Australian Institute of Criminology

• road transport agencies — National Roads and Motoring Authority, Road Safety Trust, Motor Registry, Road Transport Authority

• state and territory police services

• utilities bodies such as ActewAGL and TransAct

More information about our partnerships can be found in Section A.2: Overview.

A.2: Overview

ACT Policing is the community-policing arm of the AFP. Our mission is to keep the peace and preserve public safety within the ACT.

In line with the 2012–2013 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 the four key outputs:

1. Crime and Safety Management

2. Traffic Law Enforcement and Road Safety

3. Prosecution and Judicial Support

4. Crime Prevention.

Each output is assessed at a whole-of-service level against seven specific areas of focus:

1. level of crime

2. perceptions of crime

3. police responsiveness

4. public confidence in police

5. road safety

6. supporting the judicial process

7. crime prevention.

These specific areas of focus are broken down into 32 key performance indicators (KPIs). The KPIs are further described in Section A.7 Statement of performance.

Strategic assessment of agency performance

ACT Policing achieved or exceeded 27 of its 32 KPIs during this reporting period, achieving some notable accomplishments such as recording the lowest rate of property offences in more than 10 years.

We again exceeded all our police responsiveness targets for Priority One, Two and Three incidents, as well as emergency Triple Zero calls, recording more than 90 per cent on all but one measure.

We also recorded the highest result nationally of people who are satisfied in general, and have confidence 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 three out of 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 property.

Financial year results show the number of offences against the person decreased by 10.3 per cent when compared to the same reporting period in 2011–12 (2571 offences in the 2012–13 financial year compared with 2867 offences in 2011–12). Offence types that recorded lower figures were sexual offences (down 15 per cent) and assault (both in the home and public places), down 11 per cent and 7.7 per cent respectively.

Offences against property were also down by 5.2 per cent (or 1058 offences) compared with the previous reporting period. This represents the lowest rate of property offences recorded in more than 10 years.

All offence types under the offences against property category decreased considerably when compared with the previous reporting period, with the exception of theft (excluding stolen motor vehicles).

We also exceeded our clear-up rate target for offences against the person by 4.3 per cent.

2. Perceptions of crime

We achieved 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 and New Zealand Policing Advisory Agency (ANZPAA).

Canberrans are less concerned about becoming a victim of physical or sexual assault and motor vehicle theft compared with the national average; however, they are more concerned about becoming a victim of housebreaking.

The ACT also recorded above the national average of people who feel safe at home alone, during the day and after dark.

3. Police responsiveness

We again exceeded all our police responsiveness targets, with police attendance to Priority One (critical incidents) 78.5 per cent within eight minutes and 94.4 per cent within 12 minutes.

Response times were reassessed during this reporting period with targets set for ACT Policing increased to build on this strong performance.

Response times for lower-level incidents (Priority Two) far exceeded targets of 70 per cent within 20 minutes and 95 per cent within 30 minutes, with ACT Policing recording 92.8 per cent and 97.4 per cent returns respectively. Priority Three incidents, where police attendance or response is required no later than 48 hours 90 per cent of the time, recorded a high 99.7 per cent.

In addition, 96.5 per cent of Triple Zero (000) calls were answered on first presentation and 99.7 per cent on second presentation, against targets of 90 per cent and 98 per cent respectively.

4. Public confidence in police

We exceeded two of the three measures relating to public confidence with police, with the percentage of people satisfied with their recent contact with police services outside the target by only 1.2 per cent.

When compared nationally (as measured through the NSCSP) against other jurisdictions, the ACT once again recorded the highest proportion of persons who had confidence in police. Additionally, the ACT also recorded the highest result for people who are satisfied (in general) with police services.

5. Traffic law enforcement and road safety

During 2012–13, ACT Policing continued to enforce traffic laws and promote safer behaviour on ACT roads to reduce the number of crash fatalities and injuries to members of the community. ACT Policing successfully met five of the six “Road Safety” measures for 2012–13, including measures for the number of road crashes resulting in death and resulting in injury per 100 000.

During this reporting period we also achieved measures 21, 22 and 23 (self-reporting to driving while not wearing a seatbelt, being over the prescribe alcohol limit, and driving when using a mobile phone) drivers in the ACT continue to self-report to speeding, at 10kmh or more over the speed limit.

6. Supporting the judicial process

We achieved against all targets in supporting the judicial process, in particular recording 76.1 per cent of briefs delivered to the DPP within the given timeframe (target of 75 per cent). This is again an improvement on previous reporting periods.

In addition, 85.9 per cent of cases finalised by offence were proven in court, with only 12.8 per cent of cases finalised by a not-guilty verdict.

7. Crime prevention

ACT Policing achieved seven of its eight KPIs relating to crime prevention, including specific quality of life issues such as louts and gangs, and drunken/disorderly behaviour.

We far exceeded our measure in referring juveniles to diversionary programs, with our target 76 and our member referring 173 young people to restorative justice, an increase from 121 referrals in the previous reporting period. Similarly, 156 people were diverted into our early-intervention and drug-diversion program, exceeding this target by 95 per cent.

More than 5000 people were referred to SupportLink during this reporting period, with 84 per cent of victims contacted by our Victim Liaison Officers.

Canberrans were, however, concerned about speeding cars and dangerous driving, with the ACT above the national average for the percentage of persons who perceive speeding cars and dangerous or noisy driving being a problem in their neighbourhood.

More information about our performance can be found at Section A.9: Analysis of Agency Performance.

Planning framework and direction setting mechanisms

Community policing in the ACT is delivered by the AFP in accordance with the three principal direction-setting mechanisms that drive our planning frameworks, the:

• Policing Arrangement (Appendix 1)

• Purchase Agreement (Appendix 2)

• Ministerial Directions (Appendix 3).

Policing Arrangement

The five-year Policing Arrangement is a contractual arrangement between the Commonwealth and ACT governments and the Commissioner of the AFP (see Appendix 1), and 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 the 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 for sufficient resources to deliver the services to agreed priorities and levels.

The Policing Arrangement was re-signed for a further five years on Friday, 24 June 2011, by Minister for Home Affairs and Justice the Honourable Brendan O’Connor, Minister for Police and Emergency Services Simon Corbell and AFP Commissioner Tony Negus.

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 required by the ACT Government from 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 and the powers and obligations of the Minister for Police and Emergency Services and Chief Police Officer for ACT, and 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 by which 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 renegotiated annually prior to the commencement of each financial year (1 July). The 2013–2014 Purchase Agreement was signed by the Minister for Police and Emergency Services Simon Corbell MLA, AFP Commissioner Tony Negus and Acting Chief Police Officer for the ACT David Pryce at a ceremony at the ACT Legislative Assembly, Canberra on Monday, 24 June 2013.

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, without issuing directions on operational matters.

The 2012–2013 Ministerial Direction identified the following areas of special focus:

• Work with partner agencies to implement the 2012–2015 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 antisocial and dangerous driving behaviours.

The Ministerial Direction is renegotiated annually prior to the commencement of each financial year (1 July). The 2013–2014 Ministerial Direction was signed by the Minister for Police and Emergency Services Simon Corbell MLA at a ceremony at the ACT Legislative Assembly, Canberra on Monday, 24 June 2013.

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, which is approved by the Executive Committee, to ensure that sufficiently skilled staff are appropriately distributed across ACT Policing 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 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

• Business Committee

• Executive Steering Committee

• Operations Committee.

Supporting these committees are six specialist committees, each of which has a particular focus. These committees are the:

• Complaint Management Team

• Workplace Health and Safety Committee

• Learning and Development Committee

• Workforce Management Committee

• Police Pursuit Review Committee

• Taser Review Committee.

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 any other jurisdiction. 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 considerable open spaces (some of which are subject to infilling developments for new suburbs) and well distributed road infrastructure. Canberra is 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 our formalised KPIs, our operating domain is no different to 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 or 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 antisocial behaviour.

Our footprint too — in terms of our interface with the public and our policing presence — will be required to change and adapt as Canberra continues to grow and develop.

Emerging suburbs such as Lawson, Wright and Coombs, and the developing suburbs of Crace, Casey, Bonner and Beard, place an additional responsibility on our services.

As the seat of the Australian Government, the ACT features a high number of Commonwealth assets and interests, including national icons that require unique policing solutions, and a high number of visiting dignitaries for whom we are responsible for managing and escorting securely.

Similarly, on a per capita basis, Canberra hosts a significant number of foreign embassies and delegations. During this reporting period Canberra hosted a number of visiting dignitaries, including His Royal Highness the Prince of Wales and the Duchess of Cornwall. Those premises, their occupants and visitors, are entitled to special levels of protection and immunity under international conventions.

The Territory is also located entirely as an enclave within the state of New South Wales and this geographical proximity means that there are significant cross-border impacts affecting the services that 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, ACT Policing works closely with a wide range of other ACT agencies to protect the community. These agencies include the Justice and Community Safety Directorate (JaCS), the Courts, ACT Corrective Services and the ACT Director of Public Prosecutions.

We also 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

• Community Services Directorate on a range of social policy and service delivery issues

• the Health Directorate on issues such as assistance with the management of mental health consumers who come to police attention and the referral of persons to drug-diversion programs

• Corrections and Bimberi Youth Justice Centre, on issues relating to recidivism and the justice system

• Emergency Services Agency — which includes Ambulance, Fire Brigade, 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 purchase world-class services in all of these disciplines at an economical price from the AFP, 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.

ACT Policing also engages with other police jurisdictions and Australian Government agencies and we are represented on national and international law enforcement fora including:

• Victims’ Advisory Board (VAB): The VAB is established under s.22A of the ACT Victims of Crime Act 1994 to advise the Minister on policies, priorities and strategies for the acknowledgment, protection and promotion of the interests of victims in the administration of justice. The Deputy Chief Police Officer – Crime is a member of the board.

• Liquor Advisory Board (LAB): The LAB was established to advise the Minister about matters associated s.215 of the ACT Liquor Act 2010. The Deputy Chief Police Officer – Crime is a member of the board.

• Sentence Advisory Board: An independent statutory body that determines whether an offender is suitable for release to parole and provides recommendations to the Attorney-General about the release of offenders on licence. The Deputy Chief Police Officer – Crime is a member of the board.

• ACT Children and Young People Death Review Committee: The committee was established to record deaths of children and young people to identify patterns, trends and research needs, and to make recommendations to government and the community The Deputy Chief Police Officer – Crime is a member of the board.

• Standing Council on Police and Emergency Management (SCPEM) 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 the SCPEM and its Senior Officers Group.

• The Australian and 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 Deputy Chief Police Officer – Response sits on the ANZPAA Road Policing forum and the Deputy Chief Police Officer – Crime sits on the ANZPAA Crime & Communities forum.

• Intergovernmental Committee on Drugs (IGCD): The IGCD provides policy advice to Ministers on the full range of drug-related matters and is responsible for implementing the National Drug Strategic Framework. The Deputy Chief Police Officer — Crime is a member of the IGCD.

• National Drug Law Enforcement Research Fund (NDLERF): The Fund is administered by the NDLERF Board of Management which is comprised of representatives from each state and territory law enforcement agency; the Australian Federal Police; the Australian Customs Service; the Australian Government Attorney-General’s Department; the Australian Government Department of Health and Ageing; and a health agency from one of the states or territories. The Deputy Chief Police Officer – Crime is an executive member of the board.

• Australia and New Zealand Police Commissioners’ Forum — the Chief Police Officer for the ACT is a member of this forum, which encompasses all Commissioners and Chief Police Officers across Australia and New Zealand.

• Australian Crime Commission (ACC) board: This is a Commonwealth statutory body that works nationally with other Commonwealth, state and territory agencies to counter serious and organised crime. The Chief Police Officer is a member of the ACC Board of Management.

• CrimTrac Board of Management: 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.

• Australia–New Zealand Counter-Terrorism Committee (ANZCTC): The ANZCTC contributes to the security of the Australian and New Zealand communities through coordination of a trans-Tasman cooperative framework to counter terrorism and its consequences. The Chief Police Officer for the ACT is a substantive member of the ANZCTC and chairs its chemical, biological, radiological and nuclear sub-committee. A number of other ACT Policing members are also representatives on ANZCTC working groups and sub-committees.

• Senior Officers Group on Organised Crime (SOG on OC): SOG on OC is the peak National Officer level body responsible for oversight and for providing strategic direction on national serious and organised crime issues. The Chief Police Officer for the ACT and the Deputy Chief Police Officer — Crime is a member of SOG on OC.

• Serious & Organised Crime Coordination Committee (SOCCC): The SOCCC supports the prioritisation, endorsement and coordination of operational strategies for dealing with investigations, targets and threats at a national level. The Deputy Chief Police Officer — Crime is a member of the SOCCC.

• National Cyber Crime Working Group: The group advises the Standing Council on Law and Justice and the Standing Council on Police and Emergency Management on matters relating to cybercrime. The Deputy Chief Police Officer – Crime is a member of the board.

• Pearls in Policing: This is an international “think tank” involving representatives from more than 35 law enforcement agencies from around the world to share their global ideas, knowledge and experiences relating to policing. The Chief Police Officer for the ACT is a member of Pearls in Policing.

• White Ribbon Day: White Ribbon is the world’s largest male-led movement to end men’s violence against women. White Ribbon is represented by 2000 Ambassadors from across Australia. The Deputy Chief Police Officer – Crime is an Ambassador, the Chief Police Officer for the ACT Rudi Lammers is in the process of becoming one.

Organisational change and administrative arrangements

There have 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.

Reinvigoration of the Suburban Policing Strategy

The purpose of the Suburban Police Strategy (SPS) is to engage with the community on real and perceived issues of crime and safety to reduce and prevent the impact of crime. Police actively patrol suburbs to respond to concerns in their local community.

In 2006, when the SPS was established, the key objectives were to raise community satisfaction with police and to reduce fear of crime through increased visibility.

In November 2011 a working group met to conduct an assessment of the effectiveness of the SPS. Following the review, the strategy is now going back to basics, with its aim to increase our effectiveness of crime and safety management.

The review identified that only minor changes were required to redefine the purpose of the SPS, with the back-to-basics focus being “to engage with the community on real and perceived issues of crime and safety to reduce and prevent the impact of crime”.

Outside of Crime Prevention, and now under the auspices of the Deputy Chief Police Officer – Response, the intelligence-led approach is seeing police officers record against real “accessibility” and “engagement” efforts, with the removal of the “visibility” record.

The proposed changes to the delivery of the SPS are measured over the medium to long term against key performance indicators as defined in the annual Purchase Agreement (Appendix 2). In the coming years there will be a further reduction of SPS activities as a direct result of removing the “visibility” component.

Roster review

We began a comprehensive year-long review of operational rosters in May 2012 in response to concerns raised by members about the existing roster. The review examined existing policy, procedures, technology and architecture across the AFP and ACT Policing rostered operations. The project identified existing challenges and provided advice on how we can better meet our business requirements and operational members’ needs, and helped determine the most effective 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 the enabling of flexible work options.

Consultation has been extensive both internally and externally with private enterprise, emergency services and other police jurisdictions.

The roster review is being led by Deputy Chief Police Officer — Response 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 ACT Policing Human Resources is providing further support and advice to the roster review team.

More information about the roster review can be found at Section C.6: Human Resource Performance.

Expansion of clinicians within ACT Policing Operations

Almost two years since the launch of the successful Mental Health Community Policing Initiative (MHCPI), clinicians are now providing police officers with frontline support seven days a week.

The joint initiative between ACT Policing and ACT Health, the MHCPI was initiated in 2011 to build effective partnerships and enhance the care and treatment of individuals experiencing mental illness or dysfunction.

The expansion, put in place this reporting period, sees three additional and experienced Crisis Assessment and Treatment Team members from ACT Health providing support to current clinicians, working various Monday to Sunday shifts. Clinicians have access to the ACT Health database and are able to triage and provide timely and direct information to police in the field.

Since the launch the clinicians have been involved with more than 2000 cases, and data shows a steady increase in the percentage of cases where police are actively seeking clinician assistance in determining whether an emergency apprehension order is required for an individual. Overall, police-initiated emergency apprehensions have reduced from as high as 80 per month in the beginning stages of the initiative, to a now consistent average of 40 to 50 actions.

Along with the clinicians, ACT Policing is committed to providing Mental Health training to all frontline officers. Members of the MHCPI deliver an enhanced four-day training program to police, which helps the police to understand the key issues surrounding mental illness in the community and their role when dealing with people experiencing a mental health illness or dysfunction. The course was completed by 183 people during the reporting period.

The effect of ACT Policing’s MHCPI was also positively highlighted by the National Mental Health Commission in its A Contributing Life: the 2012 National Report Card on Mental Health and Suicide Prevention.

Formation of the Specialist Response Group

After 12 months of planning, the Specialist Response Group (SRG) came into effect 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. 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 SRG delivers an integrated specialist capability to ACT Policingincluding tactical response, including marksmen, police negotiators, tactical intelligence, canines, bomb response,water operations, police divers, targeted operations and air support. The additions 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.

Crime Prevention and Intelligence

In January 2013, a consultant was engaged by ACT Policing to conduct a review of the integrated Crime Prevention and Intelligence (CP&I) portfolios.

Constable Felicity Stormon – Woden Patrol

Constable Felicity Stormon joined ACT Policing after seeing our “You’d make a great cop” online campaign. The job appealed to Felicity as it provided different experiences every day. After completing six months of training at the AFP College in Barton Felicity joined General Duties patrols at Woden Police Station.

Woden Police Station is one of five police stations within the ACT. Each station has six teams rotating responsibility for the day-to-day operational requirements of the patrol zone. Our General Duties teams maintain a visible presence within the community, speaking with members of the public, responding to crime and attempt to prevent crime by utilising proactive methods.

Felicity’s role as a first responder involves carrying out investigations, conducting interviews with both offenders and victims, preparing briefs of evidence for the Court, providing ongoing support to victims and liaising with other Government agencies.

“What I enjoy most is interacting with members of the public and working within a diverse group of people.”

ACT Mental Health clinician Helen Kirkwood speaks to Sergeant Allison Williams in ACT Policing Operations

The key objectives of the review were to:

1. develop a service delivery model that will enhance:

• coordination, integration and information sharing between CP&I teams

• the performance and efficiency of CP&I teams

• the promotion and utilisation of CP&I teams across ACT Policing

2. implement and communicate the changes to begin the process of developing a culture across ACTP which embeds intelligence-led crime prevention activities and decision-making into ACTP member’s business as usual / daily operations.

The CP&I service delivery model is designed to foster greater coordination between teams, facilitate access to CP&I expertise across all police stations and foster greater collaboration between CP&I and ACTP members.

The CP&I service delivery model will be implemented in 2013–14.

Crime reduction, in contrast to crime prevention, relies heavily upon information or intelligence to direct its activities, focusing more on people or situations already known for criminal activity, patterns of criminal activity and profiles of the offenders. Response strategies are based upon a focused effort to reduce this crime and involve engaging multiple partners, are timed for effectiveness and can also be based on environmental and social development approaches.

The types of responses engaged in crime reduction include recidivist management (people-focused), the targeting of “hot spots“/“hot crimes“ (geographic) and managing major events (situational-focused).

Media and Public Engagement: integrated re-alignment

During this reporting period a re-alignment of public engagement activities took place between Crime Prevention and the Media and Marketing (now Media and Public Engagement) function. The re-alignment recognised the importance of ensuring an integrated approach to all internal and broad-reaching public communication efforts, and the need for Crime Prevention to direct its intelligence-led efforts to specific areas of focus and target audiences, namely, crime reduction, recidivist offenders, at-risk individuals and groups, and vulnerable members of the community.

Functions re-aligned to the Media and Public Engagement team were:

• the Constable Kenny Koala program, which was refreshed during this reporting period

• the coordination and response to community requests for police officers’ presence at events such as fetes, school presentations, and local area festivals

• event management of face-to-face police engagement efforts at major Canberra events such as the ActewAGL Royal Canberra Show and Multicultural Festival

• social marketing in support of Neighbourhood Watch, Crime Stoppers and the ACT Government’s Property Crime Reduction Strategy

• event management of social issues within the community such as the Bunnings Home Safety weekend and the Men in Uniform (White Ribbon Day) stalls across the ACT, which during this reporting period raised in excess of $30 000.

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 being 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, in addition to any other powers and duties, a member of the AFP 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.

Police powers and duties are outlined in s. 9 of the Act, and include the prevention of crime; protection of persons from injury or death and 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.

Commonwealth legislation:

• Acts Interpretation Act 1901

• Commonwealth Places (Application of Laws) Act 1970

• Australian Federal Police Act 1979

• Australian Federal Police Regulations 1979

• Crimes Act 1914

• Crimes Amendment (Controlled Operations) Act 1996

• Crimes Amendment (Forensic Procedures) Act 2001

• Crimes at Sea Act 2000

• Crimes (Aviation) Act 1991

• Crimes (Internationally Protected Persons) Act 1976

• Criminal Code Act 1995

• Criminal Code Amendment (Theft, Fraud, Bribery and Related Offences) Act 2000

• Customs Act 1901

• Financial Management and Accountability Act 1997

• Financial Management and Accountability Regulations 1997

• Freedom of Information Act 1982

• Occupational Health and Safety (Commonwealth Employment) Act 1991

• Privacy Act 1988

• Proceeds of Crime Act 2002

• Safety, Rehabilitation and Compensation Act 1988

• Surveillance Devices Act 2004

• elecommunications Interception Act 1979

• Telecommunications (Interception) and Listening Device Amendment Act 1997

• Workplace relations Act 1996

• Anti Money Laundering and Counter Terrorism Financing Act 2006.

ACT legislation:

• Animal Welfare Act 1992

• Bail Act 1992

• Children and Young People Act 2008

• Confiscation of Criminal Assets Act 2003

• Coroners Act 1997

• Court Procedures Act 2004

• Crime Prevention Powers Act 1998

• Crimes (Assumed Identities) Act 2009

• Crimes (Child Sex Offenders) Act 2005

• Crimes (Controlled Operations Act 2008

• Crimes (Forensic Procedures) Act 2000

• Crimes (Protection of Witness Identity) Act 2011

• Crimes (Restorative Justice) Act 2004

• Crimes (Sentence Administration) Act 2005

• Crimes (Sentencing) Act 2005

• Crimes (Surveillance Devices) Act 2010

• Crimes Act 1900

• Criminal and Civil Justice Act 1351 25 Edw 3 St 5 c 4

• Criminal Code 2002

• Domestic Violence and Protection Orders Act 2008

• Drugs of Dependence Act 1989

• Emergencies Act 2004

• Evidence (Miscellaneous Provisions) Act 1991

• Evidence Act 2011

• Firearms Act 1996

• Human Rights Act 2004

• Liquor Act 2010

• Listening Devices Act 1972

• Magistrates Court Act 1930

• Major Events Security Act 2000

• Mental Health (Treatment and Care) Act 1994

• Prostitution Act 1992

• Public Health Act 1997

• Road Transport (Alcohol and Drugs) Act 1977

• Road Transport (General) Act 1999

• Road Transport (Safety and Traffic Management) Act 1999

• Road Transport (Vehicle Registrations) Act 1999

• Second Hand Dealers Act 1906

• Victims of Crime Act 1994

• Witness Protection Act 1996

• Terrorism (Extraordinary Temporary Powers) Act 2006.

Brooke Jones – Strategic Communications Team Leader, Media and Public Engagement

Armed with the motivation to make a difference in the Canberra community Brooke Jones left the communications area of a social policy government department two-and-a-half years ago and has never looked back.

“I am passionate about social marketing and using marketing techniques and concepts to create behavioural change on issues.”

Brooke’s team works closely with the Crime and Response portfolios to help meet ACT Policing’s key performance indicators. The team achieves this by providing education and awareness to the community about law enforcement issues, and by promoting the great work police do in Canberra.

ACT Policing has provided opportunities for her team to complement operational work on a range of community issues including traffic, crime reporting and alcohol-related crime. Brooke thrives from the challenges and learning opportunities her job provides.

“I have learnt a great deal from working with both police officers and corporate members. I am constantly motivated by working with the talented people in ACT Policing.”

Joint ventures and partnerships

In order 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 and to gain valuable perspective from these agencies.

Details of these ventures and partnerships are detailed in Table A.2.1.

Agency name

Type

Nature of involvement

ACT Corrective Services

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 Department of Disability, Housing and Community Services

MoU

Sexual assault of children and young people, working relationship

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 & Rescue and ACT Rural Fire Service

MoU

Fire investigations and search and rescues in ACT

ACT Forests (Department of Urban Services)

MoU

Emergency disposal site

ACT Health

MoU

Diversion programs, 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 Department of Justice and Community Safety

MoU

Restorative Justice Unit, CCTV systems, case management systems access

ACT Road Transport Authority

MoU

rego.act.gov.au website informatin security

ACT Office of Road Safety

MoU

We work with the Office of Road Safety to coordinate community road safety messages. Government resources, such as speed camera vans and Road Transport Authority Vehicle Inspectors, are also included in coordinated traffic operations where appropriate

ACT Parks and City Services

Partnership

Cooperation arrangement and police support for parks programs such as feral dog control and kangaroo culls.

ACT RSPCA

MoU

Investigations into animal welfare matters.

ACT WorkCover

MoU

Working arrangements for workplace incidents/investigations.

Australian Broadcasting Authority

MoU

Internet content complaints and investigations in the ACT.

Australian Crime Commission

The ACC is a Commonwealth statutory body working nationally with other Commonwealth, State and Territory agencies to counter serious and organised crime.

The ACC Board consists of Commissioners from all State and Territory police forces (including the Chief Police Officer), Secretary of the Commonwealth Attorney General’s Department, Chief Executive Officer Customs, the Director-General of Security and the Chairperson of Australian Securities and Investments Commission.

Australian Maritime Safety Authority (AMSA)

MoU

Use of AFP premises by AMSA in emergencies.

Catholic Care

MoU

Referrals to the Sobering Up Shelter.

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, victims of crime support

Commonwealth Attorney-General and all state/territory Attorneys-General

MoU

Seizing and transfer of evidence.

Crime Stoppers ACT

Collaborative agreement

Working relationship.

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

National Criminal Investigation DNA Database: input and cooperation of data matching

Department of Defence

MoU

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 Department of Education and Training

MoU

Working arrangement between ACT Policing and School Education Division.

Emergency Services Australia

MoU

Working relationship: fire, search and rescues, ambulance, Triple Zero.

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, crime statistics, crime prevention.

NSW Police Force

MoU

Liaison during national campaigns and on an ad hoc basis.

We also conduct joinnt operations with the NSW Police including criminal and traffic operations.

Pharmaceutical Guild Association

Partnership

Project STOP is a joint policing and proactive strategy that assists in identifying inappropriate patterns of sales/use in pseudoephedrine which may be diverted for the purpose of manufacturing illicit drugs.

Police and Community Youth Club

Partnership

Working relationship, crime prevention.

Speaker of the ACT Legislative Assembly

MoU

Police functions in the Legislative Assembly precincts.

Supportlink

Commercial relationship

Our members refer victims of crime and those in crises to Supportlink for counselling and support services.

Victims of Crime Commissioner

Collaborative agreement

Working relationship.

Victim Support ACT

Collaborative agreement

Our members refer victims of crime and those in crises to Victim Support ACT for counselling and support services.

A.3: Highlights

We met or exceeded 27 of our 32 key performance indicators (KPIs) during this reporting period. Our success in property offences continued, down by 5.2 per cent (or 1058 offences) compared with the previous reporting period. This represents the lowest rate of property offences recorded in more than 11 years. All offence types under the offences against property category decreased considerably when compared with the previous reporting period with the exception of theft (excluding stolen motor vehicles).

We also managed the security for 12 high-profile visits to the ACT, including His Royal Highness the Prince of Wales and the Duchess of Cornwall.

Also during this reporting period the first guilty plea to a charge of murder for more than 15 years was entered in the ACT Supreme Court in February. In May, Justice Hilary Penfold sentenced a 28-year-old man for 28 years imprisonment for a shooting murder that took place in May 2010 in Hughes.

A 26-year-old man was found guilty of murder by a jury and, as at 30 June 2013, was awaiting sentencing for the murder and drug robbery that took place in in May 2010 in Belconnen.

Noteworthy operational achievements

Homicide investigations and murder convictions

ACT Policing’s Criminal Investigations function conducted one homicide investigation, Operation CLOVELLY, during the reporting period. Operation CLOVELLY relates to the stabbing murder of Terrence Freebody in Red Hill on 22 July 2012. A 69-year-old man was arrested that same day and, as of 30 June 2013, was in custody awaiting trial.

The first guilty plea to a charge of Murder for more than 15 years was entered in the ACT Supreme Court in February 2013. Operation TARANSAY was the investigation into the shooting murder of Brendan Welsh in Hughes on 10 May 2010. He was shot as he sat in his car behind the Hughes shops.

ACT Policing’s Criminal Investigations identified a 28-year-old man as a suspect early in their investigation. Significant investigational resources were deployed, which resulted in the prosecution of the offender as well as two co-offenders. On 31 May 2013 the offender was sentenced to 28 years imprisonment.

Operation KEYS was the investigation into the murder and drug robbery of Andre Le Dinh in Belconnen in 2010. The investigation was quick to identify a 26-year-old for the murder as well as a number of accomplices who were complicit in the planning and subsequent concealment of the crime. He was subsequently found guilty of murder by a jury and as at 30 June 2013 was awaiting sentencing.

Criminal Investigations: A snapshot of serious crime

Operation GALVANIC is the investigation into an armed robbery on a Chubb Security van at the Mawson shopping centre in 2004. At the time of the offence the two male offenders were armed with a handgun and a shotgun. The shotgun was fired during the incident, seriously injuring one of the security guards.

The protracted investigation lasted more than six years and eventually led to the prosecution of a 53-year-old man, who was convicted in February 2011. Further investigation revealed evidence sufficient to prosecute the second man, the offender who fired the shotgun. The trial commenced in March 2013. with the defendant being found guilty. He was subsequently sentenced to 18 years imprisonment.

In October 2011, ACT Policing Criminal Investigations Sexual Assault investigators took carriage of an investigation of an allegation of sexual intercourse without consent. The offence was alleged to have occurred within a unit at Bega Court.

The offender was identified early in the investigation. He was arrested and put before the court. The court process was significantly delayed due to the offender failing to adhere to the conditions of his bail, thus necessitating his extradition from Broken Hill, NSW, after he was arrested in Wilcannia.

In March 2013 a plea of guilty was entered, at which time the presiding judge noted the significant criminal history, his risk of re-offending and that imprisonment was inevitable. In April he was sentenced to five years imprisonment.

Operation RIVERDALE was a protracted and complex investigation into allegations that a senior executive of ACTTAB, the Territory’s betting agency, was using his position to defraud the organisation of a significant sum of money. Criminal Investigations’ Fraud team members identified 107 charges adding up to a total value of close to half a million dollars.

The matter was resolved at court with a plea of guilty to all of the charges. The court ordered that $107 000 of equity in the offender’s family home be transferred to the Territory, as part of the settlement with ACTTAB, in addition to which a custodial sentence of over 12 months was imposed by the ACT Supreme Court.

In addition to these inquiries, and as part of its commitment to the investigation of serious and organised crime within the ACT, ACT Policing Criminal Investigations is contributing to the strategies and intelligence holdings of the Australian Crime Commission (ACC) National Task Force ATTERO.

National Task Force ATTERO is a joint agency commitment from all Australian jurisdictions, and is led by the ACC. The focus of this task force is to determine the extent of the criminal activity of an outlaw motorcycle gang.Along with the AFP, the whole-of-government approach involves all state and territory police services, Australian Customs and Border Protection Service, Australian Securities and Investments Commission and Australian Transaction Reports and Analysis Centre (AUSTRAC). Information held by the task force is being used to determine investigative priorities both within the ACT and nationally.

Unsolved homicides rewards campaign

The largest rewards package in the ACT of $2 million was announced by Minister for Police and Emergency Services Simon Corbell in September 2012 for information relating to four unsolved homicides in the ACT.

Four $500 000 rewards for information relating to the murders of Irma Palasics (aged 72) in 1999, Kathryn Grosvenor (aged 23) in 2002, Susan Winburn (aged 45) in 2004, and Frank Campbell (aged 45) in 2005 has been offered. The campaign sought information that led to the arrest and subsequent conviction of the person or people responsible for the respective murders.

While detectives have been working hard on the cases, in some instances for more than 10 years, the rewards were posted as a deliberate incentive for people with information that could help solve the crimes to come forward.

The four cases identified were considered and prioritised by ACT Policing as capable of being solved because of the available evidence and circumstances surrounding each case.

A campaign was launched with reward posters, public appeal videos, crime-scene footage and images, and information about the four murders was published online, through various media outlets, and distributed across the ACT and NSW.

While all four murders remain unsolved, information reports were received and are being investigated and ACT Policing remains hopeful of one day solving these homicides.

Action on First Instance Warrants: Operation AVERT

From July to October 2012, ACT Policing made 188 arrests overall during the national Operation AVERT, which was a three-month coordinated effort by all Australian policing agencies dedicated towards locating and arresting people wanted on outstanding arrest warrants, especially those of an historic nature.

At the commencement of the reporting period (1 July 2012), the ACT Policing Warrants Registry held 1324 “unexecuted” arrest warrants. A further 673 arrest warrants were then received and registered during the reporting period at the Warrants Registry. Upon completion of the reporting period, 593 arrest warrants had been “executed by arrest” and 112 warrants were recalled or returned to the issuing court for varying reasons.

During the initial stages of Operation AVERT, reminder letters were sent to people with outstanding warrants at their last known address asking them to attend a police station to have their matter resolved. This resulted in 170 people residing elsewhere within Australia contacting ACT Policing to resolve their matters. One person travelled to the ACT from an oil rig located off the coast of Western Australia.

Over the weekend of 19–21 October 2012, the designated operational phase of Operation AVERT was executed, with ACT Policing conducting a high-visibility operation visiting approximately 300 residences across the ACT and Queanbeyan area. This resulted in the arrest of 22 people within the ACT and two in Queanbeyan for offences ranging from minor theft and burglary to aggravated robbery and threat to kill.

ACT Policing continually liaises with other jurisdictions in order to locate people with outstanding arrest warrants who reside interstate. During the reporting period eight people were extradited to the ACT from interstate, with two of these occurring during the month of June 2013.

On 13 June a 47-year-old man was successfully extradited to the ACT from Queensland in relation to two aggravated robberies which occurred at the Hackett IGA Supermarket in 2005 and an O’Connor chemist in May 2007. One day later, a 19-year-old man (who was aged 17 at the time of the alleged offence) was arrested by NSW Police near Gosford and extradited on charges in relation to an aggravated robbery committed at the Gungahlin Lakes Golf Club in May 2011.

In support of the judicial process, ACT Policing continues to pursue those offenders who have failed to meet their Court obligations and reporting requirements.

Tactical members at the launch of the Specialist Response Group

Launch of the Specialist Response Group

The Specialist Response Group (SRG) came into effect 1 July 2012, forming Australia’s largest (and centralised) specialist policing capability, comprising almost 200 personnel.

The Canberra-based SRG is the amalgamation of ACT Policing’s (former) Specialist Response and Security function and the nationally and internationally focused Operational Response Group (ORG).

From a local perspective, the SRG is valuable for the Canberra region, providing an enhanced capability for the community. The new specialist function has a wide range of capabilities including public order management, search and rescue, disaster response, intelligence, police negotiation, canine, bomb appraisal, air support, water operations and tactical operations. ACT Policing funds 56 of the positions in the SRG structure.

The amalgamation of the two discipline areas provides greater operational effectiveness and brings substantial economies and efficiencies in specialist operations for both the AFP and, moreover, ACT Policing.

The amalgamation has created more flexibility and a greater operational focus on specific areas, and a surge capacity with additional access to specialist trained personnel and equipment for ACT Policing.

Volunteers in Policing start a second decade

The Volunteers in Policing (VIP) program has entered its second decade having commenced in 2001. The program provides a positive focus to the public perception of police and promotes stronger links between the police and the community. The value of the contribution made by the volunteers cannot be overstated and each volunteer is held in high regard by ACT Policing members, executive and the broader AFP.

The VIP program is delivered through the ACT Policing Response portfolio, and overseen by Superintendent South District. During the reporting period, there were 45 volunteers (23 women and 22 men), ranging in age from 42 years to 81 years, who collectively achieved 17 991 hours of voluntary unpaid work. Since the start of the program in December 2001, 142 428 hours have been devoted by the volunteers to add value to ACT Policing’s effectiveness.

The volunteers perform a range of duties including, front office and Justice of the Peace (JP) support at all police stations. The JP volunteers witnessed and certified 100 624 documents for ACT Policing and members of the public for this reporting period.

The higher number of recruit training courses has seen a huge increase in support to Learning and Development from VIPs, particularly in their involvement in role-playing exercises. The quality of the role-players has been recognised by their inclusion in more advanced scenarios for detective training courses where the level is more complex.

During SAREX 2013 members of the volunteers program were deployed to the Namadgi National Park for two days to cater on site to all exercise participants. The exercise emphasised the flexibility and adaptability of the volunteers to deliver essential support in a remote area, and to cater for large numbers of personnel over an extended period of time.

The volunteers have also provided support to several other events including fundraising events and the Wall-to-Wall Remembrance Ride.

In April 2013, at the request of the AFP International Deployment Group’s Pacific Police Development Program (PPDP), members from the VIP program visited the Cook Islands to scope and develop a similar program for the local police force.

During National Volunteer Week (May 2013), the VIP program received a Highly Commended award at the ACT Volunteer of the Year Awards for well-deserved recognition of outstanding voluntary service to the ACT and Capital region.

To ensure continuity of the services provided by the VIP program, a recruitment campaign has been launched to attract applications from potential future volunteers. The recruitment process will comprise selection interviews, psychological testing and security vetting, after which the successful candidates will receive induction training in August 2013.

Cook Islands VIP Implementation Team, Senior Sergeant Ngatamariki Pouao and Inspector John Hosking with Police Volunteer Noel McLaughlin and VIP Program Manager Sergeant Sharan Slater.

Image and text from the new Constable Kenny Koala rebrand.

Constable Kenny Koala program refresh

For more than 30 years, Constable Kenny Koala has been a visible figure in the ACT, educating children on a range of safety issues and encouraging them to trust and turn to police for help.

In February 2013, the Constable Kenny brand and program was refreshed to ensure Kenny is still appealing to new generations of kids who have grown up in a digital world.

Included in the refresh is a new Constable Kenny Koala, more sophisticated merchandise, a revamped website for parents, teachers and kids (constablekenny.org.au). The website is segmented into different age groups and features safety tips, YouTube videos, educational activities and online games. For parents and teachers there are updated educational resources and a new user-friendly online booking system.

Constable Kenny’s new catch-cry – Stay OK! – is a positive and easy to remember phrase for kids, the theme of which carries across the entire program, including safety tips for the road, at school, in the community, on the computer and for life.

The Constable Kenny Koala brand refresh was recognised at the 2013 Rebrand 100 Global Awards, receiving a merit award.

10-year anniversary: Police Assistance (131 444)

This reporting period we celebrated the 10-year anniversary of the introduction of the police assistance line 131 444. The former local police assistance line, 11444, was switched off on 31 August 2002, as the ACT moved in line with the national 131 444 standard.

Two years after the 131 444 police assistance line was introduced, the ACT Police Assistance Centre (ACTPAC) was formed, a call centre to take reports from the public on behalf of the stations.

Previously, calls from the public would go directly to the stations (front office) to manage, but the coordinated ACTPAC approach alleviated the station workload, allowing more patrols and police visibility in and around Canberra.

Over the past decade ACT Policing has received more than 900 000 calls to the 131 444 police assistance number and, in doing so, has saved both lives and property.

Calls are taken by operators within ACT Policing Operations (the communications dispatch centre) at the Winchester Police Centre, which is staffed 24 hours a day, seven days a week.

They also take Triple Zero (000) emergency calls and calls to Crime Stoppers (ACT).

Sergeant Mike Ward and Superintendent Kylie Flower cut a cake to mark the 10-year anniversary of 131 444.

Alcohol Crime Targeting Team builds strong working relationships

In 2012–13 our Alcohol Crime Targeting Team (ACTT) again collaborated effectively with the Office of Regulatory Services (ORS) Liquor Licensing Department. This relationship assisted the ACTT gain approval for an Alcohol Free Zone to be declared during the Foreshore Music Festival, held on 24 November 2012.

The Commissioner for Fair Trading agreed to the application to have the surrounds of the venue for the festival declared an Alcohol Free Zone. This provided frontline police with an additional tool to assist in the management of public order during the event. The agreement also set a valuable precedent for future events.

The City Beats team also worked closely with the ACTT, addressing issues relating to alcohol and alcohol-fuelled violence. This collaborative approach helped ensure there were sufficient resources at times of peak demand.

Safe Summer campaign launched with Operation UNITE

During this reporting period, Operation UNITE once again targeted alcohol misuse, and this year it was launched with ACT Policing’s “Safe Summer” campaign.

Operation UNITE is a trans-Tasman policing operation in which police from every Australian state and territory, and New Zealand, conduct patrols and preemptive activity to help change community perceptions and attitudes towards excessive alcohol consumption, and the harmful issues it creates in the community through anti-social behaviour.

The Australia New Zealand Police Advisory Agency-led (ANZPAA) operation was held over the weekend in early December, with a focus on Canberra’s entertainment districts in Civic, Belconnen, and Tuggeranong. Police conducted high-visibility patrols to help combat the issues associated with alcohol-related crime and violence.

The media-led Safe Summer campaign disseminated safety messages in the lead up to events such as Australia Day, new year’s eve celebrations, Tropfest and Summernats.

During the operation ACT Policing members — in partnership with the ORS — entered licenced premises for the purpose of compliance inspections. The education element provided to businesses by the ACTT and the ORS seemed to be effective as 80 compliance checks were undertaken with no serious breaches detected or prosecution commenced.

ACT Policing apprehended six people during its Operation UNITE-focused activity. Four people were arrested for assault, and police attended 14 disturbances. At many of the disturbances attended, excessive alcohol consumption was an aggravating factor.

Canberra bushfires 10-year anniversary

In the summer of January 2003, lightning strikes to the west of the ACT ignited a series of small fires in deep bushland. These ignition sources smouldered for days and were the catalyst for one of the most dramatic and destructive 36-hour periods in Canberra’s history, one in which hundreds of houses were destroyed, lives were lost and traumatised.

A commemorative service was held at the ACT Bushfire Memorial in Stromlo Park on 18 January 2013 to mark the 10-year anniversary. For many ACT Policing officers on duty that day, the anniversary presented an opportunity to pause and reflect on the tragedy.

Officers involved in the operation on the streets of Canberra in 2003 included General Duties, Specialist Response and Security (now SRG) and Traffic members. Although they all had specific roles under the emergency plan, when the situation escalated everyone contributed where they could by responding to calls from residents trapped by the fires, enforcing roadblocks, directing traffic at intersections where traffic lights had gone out, and evacuating people for their own safety.

Behind the scenes, members from ACT Policing Operations, Human Resources, Police Media (now Media & Public Engagement), welfare officers, workplace health and safety staff and police volunteers worked around the clock to support operators in the field.

Four people lost their lives and 491 dwellings were destroyed in those frantic hours in which emergency services, police, volunteers and householders battled to protect lives, pets and property.

CHANCES Program

Our Aboriginal and Torres Strait Islander Community Engagement Team (A&TSICET) once again supported Capital Careers, Northside Community Services and the Aboriginal Justice Agreement 2010–2013 in delivering the Community Helping Aboriginal Australians to Negotiate Choices leading to Employment and Success Program (CHANCES) Program.

This is a holistic program specifically designed for and delivered to Aboriginal and Torres Strait Islander people. ACT Policing provided $10 000 in grant assistance, which was divided across two programs running in October 2012 and February 2013.

This program targets those who are assessed to be at risk of homelessness, re-offending or facing long-term unemployment. The participants may already have had some experience with the criminal justice system, while others may be under the care of the Office for Children, Youth and Family Support (OCYFS).

The program also involves and supports the participants’ immediate families through a dedicated homework club and childcare service at the training facility.

In addition, the CHANCES Program aligns with the discussion paper Towards a Diversionary Framework for the ACT, with particular focus on both early intervention and post-release support to reduce the over-representation of Indigenous young people in the criminal justice system.

The program also addresses key aspects of the Young People’s Plan 2009–2014 by improving service delivery to vulnerable young people and assisting them to participate in education, training and employment.

Skills gained from this training enable the participants to have the capability to seek casual, part-time and full-time employment opportunities or become involved in voluntary service within the wide scope of the community services industry.

A number of students who have completed the CHANCES Program have gone on to further training, work experience or employment.

This year 38 people completed the program.

For more information see Section C.16: Community Grants and Sponsorship.

Community Liaison Team: Multicultural Liaison Officer

The Multicultural Liaison Officer (MLO) successfully met language and cultural challenges this reporting period, as demonstrated by the positive feedback received from the multicultural community.

The MLO communicates with stakeholders to review education packages presented to newly settled migrant, refugee and asylum seeker members within the community. As part of the presentations participants learn how to interact positively with police, and about traffic laws and family violence. Many of the members of this group have little or no understanding of Australian laws and regulations, and the presentations are designed to assist in their assimilation into the community.

The MLO also conducted engagement and education sessions with members of ACT Policing about cultural awareness. These sessions are delivered during recruit training, Watch House training and the mental health community policing initiative training. The sessions include information on migrants, refugees and asylum seekers resettling in the ACT and their religious and cultural beliefs that may influence interactions with ACT Policing.

The MLO has identified that there are benefits of an increased interaction between ACT Policing members and young people from culturally and linguistically diverse (CaLD) communities who may be at risk. In addition, the MLO continues to emphasise specific services that are available to ACT Policing members when referring high-risk youth offenders to appropriate support services.

The MLO represents ACT Policing at major multicultural events, where exposure and interaction with the community assists in the promotion of a positive perception of police.

The MLO promoted the use of the Translating and Interpreter Service (TIS) to ACT Policing members and ensuring that the availability of the service is prominently displayed in and around the ACT Policing stations.

Skyfire event and sponsorship

ACT Policing sponsored Skyfire again in March 2013. With around 150 000 Canberrans attending the shores of Lake Burley Griffin, just three teenagers were taken into custody for alcohol-related offences with police reporting no other incidents of anti-social behaviour during the event. This was a 75 per cent reduction from Skyfire 2012.

Police had a high-visibility presence at Regatta Point, and in surrounding areas and nearby nightspots after the event.

Covert officers roamed the lake and nearby areas during the event, and the Drug and Alcohol Diversion Team were on hand at youth reception areas where affected teens were supervised.

The partnership with not-for-profit organisation Red Frogs helped police connect with young people at the event, encouraging them to look after their mates and not to underage drink.

All three teenagers taken into protective custody at Skyfire in 2013 agreed to undergo the alcohol-diversion program for young people, which aligns with the National Binge Drinking Strategy. The objective of this program is to provide intervention and education to young people early in their “drinking careers”, and to collect data on young people and alcohol, with a view to reducing harm, binge drinking and associated social and health problems in the community.

ACT Community Policing Medal

In June 2013, 73 current and former ACT Policing members were recognised for their diligent service and commitment to policing the Territory when they were awarded the ACT Community Policing Medal.

The ACT Community Policing Medal is an award that celebrates the often unrecognised achievements and dedication of the men and women who have individually served and protected the people of Canberra for a period of more than 10 years.

An official award ceremony was held at Barton College where families and friends of 22 receiving officers watched as their loved ones were presented with their medals by ACT Minister for Police and Emergency Services Simon Corbell MLA.

AFP Commissioner Tony Negus, members of the ACT Policing executive and executives of the ACT Justice and Community Safety Directorate were also in attendance to recognise the importance of this medal and the hard work of the officers.

The ACT Community Policing Medal may be awarded to sworn members and former sworn members who have provided a minimum of 10 calendar years (cumulative) of diligent community policing service to the ACT Community, and that the service was provided since the Commonwealth Bill to establish self-government was assented to on 6 December 1988. A clasp is offered for every subsequent cumulated 10 years of diligent service.

ACT Policing marks its centenary milestone with a book launch

On 28 June 2013, ACT Policing launched the landmark publication On Duty: Celebrating a Centenary of Policing in Canberra.

Many of the most memorable and dramatic police incidents in the history of the Territory, from the tragedy of the 1997 hospital implosion and the 2003 bushfires to the 1993 siege at the Jolimont Centre, have been encapsulated in the hard-bound publication.

One hundred milestones — significant events and achievements over the past 100 years that have changed policing, or have contributed to the evolution of the force and the rule of law in the ACT — were selected for the book.

Along with this historical account of how policing, and the service itself, has changed and grown over the years, the book showcases the significant role police have played as the region transformed from a quiet, remote farming community to a bustling city and the nation’s capital.

AFP Commissioner Tony Negus joined Police and Emergency Services Minister Simon Corbell MLA in launching the book on 28 June 2013.

On Duty - Celebrating a Centenary of Policing in Canberra was put together by ACT Policing Media and Public Engagement.

Visiting dignitaries

We played a significant role in the security arrangements for a number of high-profile visits during the reporting period (see the table below), including His Royal Highness the Prince of Wales and the Duchess of Cornwall.

Significant resources and planning is afforded to each visit and a high attention to detail is required to effectively facilitate the security arrangements needed. Precise coordination of resources such as ACT Policing Intelligence, Traffic Operations, General Duties, Bomb Response Team, K9 Teams, Diplomatic Protection unit, Close Protection and Specialist Response Group is required to provide a safe and secure response module for all VIP visits.

His Royal Highness the Prince of Wales and the Duchess of Cornwall

His Royal Highness the Prince of Wales and the Duchess of Cornwall visited Canberra on 10 November 2012. During the visit ACT Policing worked closely with foreign security officials, other policing services, the Department of Prime Minister and Cabinet, AFP ceremonial, media, and hospitality officials to deliver venue security 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 the Prince of Wales and the Duchess of Cornwall.

Teams of uniformed general duties officers and Traffic Operations, supported by ACT Policing’s Emergency Management and Planning team, Specialist Response Group (Tactical Response) and support personnel maintained an essential but low-profile presence throughout the visit. ACT Policing’s Police Operations Centre was used for the visit and cameras were deployed during the operation to live stream footage back to the Police Forward Command.

Major challenges

Along with our future priorities, we have identified four major challenges in our operating environment, including: high-profile investigations; the fast-growing population; satisfaction with police and community confidence; and the flexibility of our frontline. 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.

More information about our future priorities can be found at Section A.4: Outlook.

Guest of Government

Date

Prime Minister of the Republic of Zimbabwe

July 2012

The Honourable Morgan Tsvangirai

Prime Minister of the Solomon Islands

August 2012

The Honourable Gordon Darcy Lilo

President of Chile

September 2012

His Excellency Sebastian Pinera

Prime Minister of Republic of Singapore

October 2012

His Excellency Lee Hsein Loong

President of the Republic of Philippines

October 2012

His Excellency Beningo Aquino 3rd

Prince of Belgium

November 2012

His Royal Highness Prince Philippe of Belgium

Prince of Wales

November 2012

His Royal Highness Prince of Wales (Charles)

President of Papua New Guinea

November 2012

The Honourable Peter O'Neill

State Councillor in Government of the PRC

December 2012

Her Excellency Liu Yandong

President of Mozambique

March 2013

His Excellency Armando Emilio Guebuza

President of Myanmar (Burma)

March 2013

His Excellency Thein Sein

Sultan of Brunei Darussalam

May 2013

His Majesty Sultan and Yang Di-Pertuan, Haji Hassanal Bolkiah Mu'izzaddin Waddaulah

High-profile investigations

The calendar year 2013 began with an intense focus on three major bodies of investigative work, all historical in nature and all in a high public profile: the Defence Abuse Response Taskforce (DART); the Royal Commission into Institutional Responses to Child Sexual Abuse; and a new inquiry into David Eastman’s guilt over the 1989 shooting murder of Assistant Commissioner Colin Winchester. All three presented a challenge in terms of information review and collation.

The first of these investigations, Operation ATLANTICA, was triggered in November 2012 following an announcement by the Minister for Defence, Stephen Smith. DART, of which Assistant Commissioner Rudi Lammers (Chief Police Officer for the ACT as of 1 July 2013) is a member, is an inter-agency response to the allegations against members of the Australian Defence Force for a variety of offences ranging from workplace harassment to sexual assault that occurred prior to 11 April 2011.

With more than 1100 historical cases identified by recent reviews, the taskforce, comprising two detectives from ACT Policing’s Criminal Investigations team, will assess misconduct allegations to refer to relevant state or territory police services for investigation. The allocation of further resources will require careful management from ACT Policing Criminal Investigations.

In the same month (November), former Prime Minister Julia Gillard announced the Royal Commission into Institutional Responses to Child Sexual Abuse. The first hearing took place in April 2013.

The Royal Commission has been charged with examining the sexual abuse of children in the context of institutions throughout Australia, and how such institutions — government agencies, schools, sporting clubs, orphanages, religions organisations — have managed and responded to allegations of child sexual abuse and related matters.

Closer to home, detectives began reviewing hundreds of archived files relating to the investigation into the 1989 shooting murder of Assistant Commissioner Colin Winchester (Chief Police Officer for the ACT at the time), and the subsequent conviction of David Harold Eastman in 1995.

A new inquiry into Mr Eastman’s guilt was ordered by Justice Shane Marshall in August 2012 after a witness claimed to have new evidence that raised doubt about the conviction.

Operation JAQEN began in January 2013 with the digital cataloguing of the thousands of pages of statements, submissions, images, forensic reports and diary notes. In all, some 400 boxes of evidence will have been assessed in the lead up to the enquiry, with fresh material, such as ballistics testing, to follow.

ACT Policing Criminal Investigations has provided assistance to this inquiry through the provision of materials held by the AFP in the first instance. Criminal Investigations has allocated four investigators to support this inquiry, principally collecting and collating information as requested under subpoena as directed by the Chair of the Inquiry.

This is a high-profile public inquiry dealing with complex legal issues including but not limited to “fitness to plead”, the soundness of the conviction and the conduct of the investigation as carried out by the AFP.

The hearing phase is scheduled to begin in early November 2013; however, due the complex nature of the issues as defined in the terms of reference and with no end date specified, Criminal Investigations management will have  the challenge of prioritising investigative resources in support of this Inquiry well into 2014.

Fast-growing population: our footprint

Developing our organisation to best suit Canberra’s expanding community and the changing demography is an ongoing challenge.

In collaboration with the Justice and Community Safety (JaCS) Directorate we continue to develop our police stations as the emerging suburbs of Crace, Casey, Bonner and Beard impact on police services. In addition, the suburbs of Wright and Coombs are currently under construction. The population of the ACT is also expected to increase significantly as planning continues into the emerging suburbs of the Molonglo Valley.

Meanwhile, Gungahlin is Canberra’s fastest growing region with more capital works and infrastructure being spent in the last six years than the previous 15.

According to the Gungahlin Development Strategic Assessment, released by the ACT Government in August 2013, up to 13 000 dwellings will be built in the Gungahlin area over the next 20 years. The 2011 Census also found that Gungahlin suburbs range in some of the most densely

populated in the ACT, with Palmerston recording 3000 people per square kilometre. The population of the region is estimated to have increased since 2001 by more than 31 400, having recorded 74 per cent of all ACT suburb growth.

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.

“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.

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.

In partnership with the Land Development Agency we must be prepared to insert ourselves into planning processes to contribute ideas and identify potential issues as Canberra grows. Furthermore, the use of “crime prevention through environmental design” will also have a significant long-term benefit for the community and reduce demands on law enforcement.

In a research report we commissioned in April 2012 into the perceptions, brand positioning, and public interface of ACT Policing we asked contributors about the possibility of mobile police stations in the ACT. All participants (including younger participants) reacted positively to the concept. There was agreement that these sorts of mobile stations would benefit certain locations of high alcohol consumption on weekends (e.g. where fights and assaults are becoming increasingly more common), to provide areas with a sense of reassurance and to discourage delinquent or illegal behaviour.

We also have to consider the demographic of the ACT as our population continues to age and become more culturally and linguistically diverse. In the April 2012 research report there was a noticeable difference by age group in attitudes towards the presence of police stations, and likelihood of walking into police stations. The younger participants indicated they would never visit a police station, and were ambivalent towards the presence of police stations, whereas older participants reported having walked into police stations to report crimes, and felt positively towards their presence.

Building relationships with Canberra’s CaLD groups is important for ACT Policing. It can be challenging for police to engage and build relationships with CaLD communities who may feel distrustful of authority and lack confidence in police. CaLD groups may not speak English, and may also maintain more meaningful contact with communities from their countries of origin. These communities may become vulnerable to crime.

Awareness of crime trends

We need to adapt to the environment in which criminal offending occurs and the methodologies employed by organised criminal enterprises are an identified challenge for all policing jurisdictions.

ACT Policing’s Criminal Investigations undertook a review in relation to the model it uses in combating serious and organised crime types within the ACT. As a result of this internal review and as approved by Deputy Chief Police Officer – Crime, ACT Policing Criminal Investigations Drug Investigation Team and the Organised Crime & Counter Terrorism Teams merged to form the Drugs and Organised Crime (including terrorism) team. This restructure will mirror the AFP Outcome 1 Crime Program model and provide Criminal Investigations with greater capacity to interdict sophisticated and serious criminal offending targeting the mid to high-end of organised crime as identified as posing a threat within the ACT Community.

Satisfaction with police and community confidence

Research shows that when the community has confidence in police they are more likely to report crime. With this in mind we continue to work hard to improve the perception of policing services in our community, but it continues to remain a challenge. During this reporting period we were unable to meet the KPI looking at the percentage of people not satisfied with their most recent contact with police services.

One reason for not meeting the KPI is that the most common interaction with police in the past 12 months is through random breath testing (RBT) operations, which can be viewed as causing minor traffic delays.

It is our job to promote RBT operations in the context of road safety. One of the ways we are doing this is by better engaging with the community through the use of social media. The purpose of ACT Policing’s Twitter Traffic feed (@ACTPol_Traffic) is to keep the community and media updated about traffic issues and incidents within the ACT as they happen.

During the reporting period we also maintained two other Twitter accounts: @ACTPolicing, used to gain public assistance in investigations, to reassure or provide warnings, to encourage recruitment, highlight good police work and to encourage community confidence and promote marketing campaigns; and @CPOACT, the Chief Police Officer for the ACT’s account which former Assistant Commissioner Roman Quaedvlieg used to interact with the community and ACT Policing members. The incoming Chief Police Officer for the ACT Rudi Lammers took over the account on 1 July 2013.

Our Twitter accounts have also helped us interact with young people in the ACT. Like most new technologies, social media has generally been more readily adopted and understood by the younger generation. With this in mind, in the coming year ACT Policing is working to further develop its social media capabilities.

Our Twitter audience has been growing consistently; as of 30 June 2013 our @ACTPol_Traffic page had 6881 followers, our @ACTPolicing page had 1506 followers and the @CPOACT page had around 3500 followers.

For more information on perceptions of crime and how we plan to use social media to promote “good news” stories and counteract negative and sensational media reporting see Section A.4: Outlook.

We continue to make a conscious effort to ensure our actions remain transparent and that we are engaged with the public to ensure a high level of satisfaction and community confidence with police.

Remaining accountable helps to boost levels of community confidence in our organisation. The Standing Council on Police and Emergency Management (SCPEM) comprises all Australian and New Zealand Ministers (including ACT Minister Simon Corbell) who have responsibility for police and emergency services. SCPEM calls for policing organisations to remain accountable by continuing to build community trust and confidence, and enhance public perceptions of police legitimacy by way of:

• being responsive to the communities they serve

• exercising proper authority and discretion

• managing their corporate environment responsibly

• being sensitive and responsive to safety, privacy and security concerns.

To ensure we meet SCPEM accountability expectations we continue to publish quarterly crime statistics online at police.act.gov.au. ACT Policing’s online interactive crime maps can compare offence types and suburbs. They provide a community engagement platform to improve perceptions and fears of crime and our related key performance indicators.

The crime statistics often demonstrate that crime is cyclical. ACT Policing must remain ready to adapt and evolve in order to meet new challenges which arise in the future. Our intelligence-led approach means that we are able to discern emerging crime issues and develop strategies to respond accordingly.

The maps allow the community to know what has been happening in their suburb, and not just for the previous month. Users of the online crime maps can make their own comparisons over time to see for themselves whether crime is really on the decline.

Key features of the interactive Crime Maps – CrimeStatistics – include the ability to search statistics by suburb and postcode as well as crime type, and the ability to view trends over time.

To build community confidence we must maintain our presence in the community through the revamped Suburban Policing Strategy (SPS). The new back-to-basics SPS still sees the allocation of proactive police patrols to defined areas of the Territory but with less focus on visibility.

We must maintain our relationships with key community groups, including Neighbourhood Watch and ACT Crime Stoppers. For the second year in a row we teamed up with Bunnings Home security and Neighbourhood Watch to provide members of the community with free security advice on how to protect their homes and prevent break-ins in the lead up to the Christmas holidays.

We worked with ACT Crime Stoppers during the launch of the ACT Government rewards for information towards securing a conviction in four of Canberra’s unsolved murder cases. We also worked with ACT Crime Stoppers on Operation UNIFICATION, Australia New Zealand Police Advisory Agency’s (ANZPAA) two-week national campaign targeting illicit firearms.

For more information on these events and the SPS see Section B.1: Community Engagement.

Flexibility on the frontline

The ACT has one of the lowest numbers of police officers per capita in Australia, and with the tightening fiscal environment an adaptable and flexible workforce remains a key priority. To ensure the organisation uses it resources most efficiently, ACT Policing has undertaken a review of the roster of operational staff and the amalgamation of areas.

To develop a more flexible workforce, ACT Policing undertook a roster review in May 2012 looking at all portfolios that worked in a 24/7 (operational) environment.

General Duties began trialling a roster in March 2013 and will cover a six month period, finishing in September 2013. Flexible working hours, to cope with surges of activity for major events, are based on intelligence information and directly supports ACT Policing crime prevention strategies. It allows for targeted operations to support and complement our suburban policing strategies.

The aim of the roster review is to enhance the existing information management tools and technology currently supporting our rostered operation activity but, more importantly, deliver a roster that balances operational priorities with employee needs to ensure we have an available and motivated workforce.

The response roster will be introduced on 12 September 2013.

To meet the needs for flexible work arrangements on the frontline, we have designed a new flexible work team (FWT) structure that is sustainable for both management and police officers, and will provide frontline ACT Policing members the flexibility they require.

Any sworn member with more than three years’ experience can work in the FWT. They must also have the skills and knowledge to undertake patrol duties, whether they are returning to work, parents and carers, balancing work and study, transitioning into retirement or are experiencing personal difficulties such as separated families. There are a range of work options available, including negotiated start and finish times, job sharing, working less than full-time, and a compressed work week.

This new work pattern complements the AFP’s commitment to flexible work options, and acts as an important component of our employee retention strategy.

Working within new, or existing CaLD communities can be hugely challenging for police and wider law enforcement professionals. One way to address this is to incorporate members from CaLD groups into ACT Policing. Following an Australia-wide campaign in 2012, six trainees were welcomed to the AFP’s inaugural Aboriginal and Torres Strait Islander Traineeship Program. The program continues our commitment to ensure our workplace better reflects the diversity of our community. We will continue to work with multicultural groups and ACT Directorates to identify further opportunities.

For more information see Section C.8 Learning and Development and Section C.24 ACT Women’s Plan.

Operation VENATOR and alcohol crime targeting

The first regional operation conducted during the proactive roster trial for general duties was Operation VENATOR. The operation was a combined regional and district policing operation, across the whole of the ACT, addressing alcohol misuse, violence and anti-social behaviour both in public places and on the region’s roads.

The focus of the operation was to draw attention to the broader implications associated with alcohol misuse in public locations, including violence and anti-social behaviour and anti–social driving behaviours, health and injury problems and the subsequent impact on the community.

This operation encompassed two of the targets contained in the current Ministerial Direction (see Appendix 3): primarily, actively work with partner agencies in combating the adverse effects of alcohol-related violence in public places, as well as the continued focus on road safety issues, particularly in relation to anti-social and dangerous driving behaviours.

During the operation, Alcohol Crime Targeting Team (ACTT) members worked with the team leaders of all ACT patrol zones, and were able to use this opportunity to inform and train the patrol members about how they can enforce the Liquor Act 2010, and build on stakeholder relationships between licensees and the patrol zone to promote ongoing engagement with licensees.

Progress against key strategic outputs and service delivery outcomes

The 2012–2013 Ministerial Direction identified three 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. Work with partner agencies to implement the 2012–2015 Property Crime Reduction Strategy.

The 2012–2015 Property Crime Reduction Strategy is a whole-of-government approach to achieving sustainable reductions in burglaries and motor vehicle thefts. The stated targets as set by the ACT Government are a further reduction of 10 per cent for burglary offences; and a further 20 per cent reduction in motor vehicle theft, to be achieved by 31 December 2015.

ACT Policing has a multi-pronged approach to property crime that includes a dedicated property crime team that works to a precise crime-targeting strategy. The strategy includes the collection and accurate analysis of intelligence, with particular focus on recidivist offenders and the enforcement of bail conditions. This model has been in place since 2010.

The 2012–2015 Property Crime Reduction Strategy builds on the work of ACT Policing by wrapping services from government and non-government agencies around individuals affected by property crime, both victims and offenders. ACT Policing actively promotes the strategy’s Objective 2 – engaging the disengaged – by frequent and regular liaison with known offenders, vulnerable young persons and members of the Aboriginal and Torres Strait Islander community. The liaison officers engage with vulnerable community members through school, sporting events and through diversionary programs and restorative justice.

ACT Policing’s Criminal Investigations has two dedicated Crime Targeting Teams, working from City Police Station, who are committed to delivering against the objectives of the 2012–2015 Property Crime Reduction Strategy. The teams also focus their efforts on the reduction of recidivism rates as well as identifying offenders who have not previously come to police attention. The ongoing challenge for ACT Policing is to maintain adequate resourcing within the teams to ensure that its current level of commitment continues to meet the objectives of the strategy.

As part of the property crime reduction objective, ACT Policing recognises the importance of its association with ACT Crime Stoppers. Crime Stoppers in the ACT region is a vital link in our intelligence-led policing approach, providing police with invaluable information not otherwise available. Although information provided to Crime Stoppers does not necessarily give police all the evidence they require to make an arrest, it can make a substantial difference to an investigation. Crime Stoppers helps police to link information that may lead to case closure more quickly, including property crime.

It also strengthens communities by empowering them to help reduce crime locally. The community anonymously reporting crime has indirect benefits. It assists police by reducing the amount of time and resources spent seeking information and statements from witnesses to crime, allowing them to redirect these assets. Crime Stoppers works as a crime prevention mechanism by assisting the judicial process.

A further initiative, targeted specifically at decreasing the number of vehicle registration plate thefts, is Project Safe Plate. This initiative was first introduced in April 2007. Historically, the theft of vehicle registration plates consistently causes problems within the community. The stolen plates are often used in the commission of crimes, such as petrol drive-offs, burglaries and traffic offences.

This proactive measure not only reduces the opportunities for offenders to use stolen plates but reassures vehicle owners that their registration plates are secure. The Project Safe Plate initiative aims to address one of the objectives of the Property Crime Reduction Strategy – improving community perceptions of burglary and motor vehicle theft – by limiting the opportunities for an offender to remove vehicle registration plates.

During the reporting period, 988 vehicles were fitted with tamper-proof screws by members from several ACT Policing areas, including General Duties, Crime Prevention, Media and Public Engagement, Traffic Operations, VIPs and Police Recruits. Project Safe Plate events are usually held at the larger shopping centres, with the support and collaboration of the centre management, to take advantage of the opportunity to reach more members of the public. The events are advertised to attract as much public interest as possible and ACT Policing members engage with the public during the events and reinforce safety message and to promote security awareness.

The Project Safe Plate events during the reporting period were as follows:

• Tuggeranong, in July 2012, 528 vehicles were fitted with tamper-proof screws in conjunction with Tuggeranong Hyperdome

• Gungahlin, in March 2013, 284 vehicles were fitted with tamper-proof screws in conjunction with Gungahlin Marketplace

• City, in May 2013, 176 vehicles were fitted with tamper-proof screws in conjunction with the Canberra Centre.

It is now an undertaking for each ACT Policing stations to hold one Project Safe Plate, in partnership with a shopping centre or educational institution, per year.

For more information on Project Safe Plate, see Section B.1: Community Engagement.

2. Actively work with partner agencies in combating the adverse effects of alcohol-related violence in public places.

A senior member of the Alcohol Crime Targeting Team (ACTT) attends the fortnightly Joint Liquor Enforcement Committee (JLEC) with the Office of Regulatory Services (ORS) Liquor compliance team. The purpose of these meetings is to assess all new applications for a variation or transfer of liquor licences. ACT Policing considers a range of factors when assessing the applications, such as crime prevention through environmental design, which is based on the principle that proper design and effective use of buildings and public spaces can lead to a reduction incidences of crime. The assessment of variations to and transfers of liquor licences necessarily includes the potential impact of increasing the number of additional licenced premises.

During the numerous events that take place in Canberra – such as the Multicultural Festival, Skyfire and other all-age events – the ACTT and ORS compliance team conduct joint inspections. For more information on the ACTT work at these events see Section B.1: Community Engagement. In addition to these inspections, both teams conduct compliance inspections every weekend on licenced premises, and engage regularly with licensees and staff across the ACT.

The ACTT conduct regular and frequent enforcement actions across the ACT, both through the ACT Civil and Administrative Tribunal (ACAT), in collaboration with ORS and through the issuing of Criminal Infringement Notices (CINs).

The establishment of an inter-agency forum, the Multi-agency Liquor Taskforce (MALT), continues to address issues within and outside of licensed premises. The forum focuses on the reduction of the impact of alcohol-related harm by collaborating on issues and strategies aimed at improving regulation of the Liquor Act. The ACTT is represented at this forum, and engages with other stakeholders to develop sustainable and practical solutions.

During the reporting period the ACTT has conducted:

• 13 education sessions both within ACTP and externally

• 384 engagements with licensees and staff across the ACT

• 141 enforcement actions across the ACT.

3. Continue to focus on road safety issues, particularly in relation to anti-social and dangerous driving behaviours.

The ACT Policing Road Safety Operations Team (RSOT) (formed following the amalgamation of the Recognition and Analysis of Plates Identified (RAPID) and Random Roadside Drug Testing (RRDT) teams in February 2012) has maintained its strong focus throughout the reporting period on reducing dangerous driving behaviours in the Territory. The combination of the two teams has strengthened the multi-pronged approach to roadside operations. In addition, the installation of the RAPID technology in selected North and South District patrol cars has increased the effectiveness of RSOT towards its aim: the removal of impaired drivers from ACT roads.

As in previous years, ACT Policing continues to use the intelligence gathered about specific drink-driving hot spots and has developed strategies to target drink drivers and repeat offenders. In addition to this research in November 2012 we secured an NRMA-ACT Road Safety Trust grant to identify and understand knowledge, perceptions and attitudes towards speeding. The market research has helped fill the gaps to create more persuasive communications and targeted enforcement to drive behavioural change.

Our research has been used to construct the Road Safety Calendar 2012–13. Developed in consultation with the ACT Government, the calendar is ACT Policing’s plan of targeted traffic operations and media and communication activities for the duration of thereporting period. Each month of the calendar focuses on a range of driving behaviours, including speeding, driver distraction (mobile phones) and anti-social and dangerous driving. As anti-social and dangerous driving were also special areas of focus in the 2012–2013 Ministerial Direction, this behaviour was targeted throughout the entire reporting period.

As part of the calendar, we joined the ACT Government to produce the Share the Road campaign focusing on road user behaviour affecting cyclists in green lanes, buses at bus stops, pedestrians at crossings, and tailgating.

Targeting anti-social driving behaviour and traffic law enforcement was also a focus for Safe Summer, with an aim to make the ACT’s roads safer, and push towards a zero road toll for the Christmas/New Year period. Operation CROSSROADS, an Australia New Zealand Police Advisory Agency (ANZPAA) initiative, also considers police enforcement activity over the 12 days of Christmas and New Year holiday period, which is traditionally a busy time on the nation’s roads. It saw ACT Policing, in cooperation with NSW Police, conduct high-visibility patrols on major arterial roads in and out of Canberra.

Throughout the year our Traffic Operations team focuses on the safe and appropriate use of ACT roads by providing a high-profile, high-visibility presence on the roads at times of heavy road usage and at specific events. Our traffic operations and campaigns not only remind the driving public of the road rules, and their obligations when driving a vehicle, but also increase police visibility and the potential for them to interact with the public.

ESA Commissioner Dominic Lane and Commander Charmaine Quade with drivers of emergency vehicles.

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.

Each year specific priorities or areas of focus for ACT Policing are outlined in the annual Ministerial Direction (see Appendix 3 for the 2012–2013 edition) issued by the Minister for Police and Emergency Services.

For 2013–14 our areas of specific focus will be to:

• 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

• engage in partnerships in the implementation of the Property Crime Reduction Strategy 2012–15

• take a leadership role with partner agencies in realising the vision and objectives of the:

» Aboriginal and Torres Strait Islander Justice Agreement 2014–2017; and

» Blueprint for Youth Justice in the ACT 2012–22.

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.

Sustaining reductions in property and volume crime

This financial year’s results show the lowest rate of property offences in more than 10 years. These most recent decreases follow on from substantial declines in crime achieved in the previous reporting period. The challenge for us now is to continue this success.

The success is due in part to initiatives including the 2012–2015 ACT Property Crime Reduction Strategy. This strategy sets out targets to realise further downward trends, including a target to reduce reported burglary offences by a further 10 per cent and motor vehicle theft by a further 20 per cent by 31 December 2015.

The reporting period showed a significant reduction in property and volume crime across several crime types, with an 5.3 per cent decrease in offences overall (from 31 886 to 30 200 offences) when comparing to the previous financial year.

Several types of offences show significant decreases, including robbery (down 34.6 per cent), motor vehicle theft (down 27.1 per cent) and burglaries (down 14.3 per cent). The only offence type showing an increase from the previous financial year was theft (up 6.6 per cent from 9 399 offences to 10 024 offences).

The decreases have been achieved in part through intelligence-led policing and crime-prevention initiatives introduced by the ACT Government and ACT Policing. Public education to promote property crime prevention-and-reduction strategies to the community will continue at events such as the Royal Canberra Show. A main feature of this year’s display was the “crime scene house” featuring a mock burglary crime scene. With assistance from AFP Forensics this section of the display was interactive, with a key purpose to educate the public on what could be done to prevent burglaries from occurring.

While ACT Policing efforts under the 2012–2015 Property Crime Reduction Strategy are having a noticeable impact on motor vehicle theft, burglary and robbery, other property theft has plateaued over the past two years, showing only marginal fluctuations each quarter. This statisticalinformation will contribute to ACT Policing’s property crime targeting into 2014.

Property crime reduction will continue to be our focus into the next financial year as part of the 2012–2015 ACT Property Crime Reduction Strategy. For more information see the Ministerial Direction (Appendix 3). A continued focus on enforcing bail conditions and targeting recidivist offenders will again be instrumental in sustaining reductions in property crime.

Crime Reduction and Intelligence

The challenge for the new Crime Reduction and Intelligence portfolio will be to integrate the findings of the Grosvenor report completed this year.

The review focused on the integration of the Crime Prevention and Intelligence portfolios and developing a service delivery model to enhance information sharing, performance and efficiency and uses of the portfolio across ACT Policing. A key objective of the review was to reinforce ACT Policing’s intelligence-led approach to crime prevention and daily operations.

The new portfolio will work to develop strategies on emerging crime issues in the Canberra community. For example, District Intelligence Officers will allocate tasks to align with station-specific priorities and identify crime “hotspots” which address issues at a local community level.

Crime is cyclical and although the ACT has seen a reduction in offences over the past year it is important that we are ready to adapt and evolve in order to meet new challenges which arise.

The service delivery model recommended as a result of the Grosvenor report was approved for implementation and will ensure that ACT Policing remains well placed to continue to achieve crime reduction goals through better crime prevention and intelligence operations.

Long-term accommodation strategy

Developing a long-term accommodation strategy which keeps pace with the population growth of the ACT is essential for the effective delivery of policing services to the community.

In February 2011, ACT Policing and the Justice and Community Safety (JaCS) Directorate established the Strategic Accommodation Committee (SAC). The committee developed the Strategic Asset Management Plan (SAMP), an overarching document on the future direction of the current property portfolio in regards to new initiatives, capital upgrades and repairs and maintenance.

The SAMP is currently focusing on two regions earmarked as priority for further development.

The first is Gungahlin where the population continues to grow.It has almost doubled in the decade to 2011, growing from 24 400 to 49 700. Gungahlin remains one of Australia’s fastest growth areas and is projected to grow to 90 000 by 2021.

As a result of the population growth, the Gungahlin Police Station has been recognised as under capacity. To address some of the immediate issues at Gungahlin Police Station it has undergone some major changes to make better use of the existing space. These include the relocating of lockers and other storage requirements to a demountable building in the vehicle area. The changes have resulted in a more open-plan environment, additional work desks, computers and work spaces for officers.

While this work provides temporary relief for the current capacity issues, it will not address future growth concerns. It is essential that a feasibility study be undertaken to investigate expansion on the existing site or into the creation of a new, expanded station elsewhere. JaCS and ACT Policing will continue to work together to provide members with a station that meets growing operational needs.

The second region is the Molonglo Valley where the population is expected to increase significantly. The Woden Police Station will come under further pressure when the Molonglo population starts to emerge.

The Winchester Police Headquarters building in Belconnen is in need of attention to ensure we are able to cope with the trends of modern policing. Its current level of use combined with poor functionality has established the need to increase budgets. A master plan needs to be established to improve functionality and compliance either through expansion on the current site or the establishment of a new facility elsewhere

Senior Constable Jason Byrne Intelligence Officer, Crime Targeting Team

Senior Constable Byrne is an Intelligence Officer attached to the Crime Targeting Team. He works as a member of a small but motivated intelligence team who all have a part to play in supporting investigators. What Jason enjoys most is the sudden change which can occur at any time. What starts out as a normal day can suddenly change with Jason ending up at a Police Forward Command Post providing information and intelligence to assist in critical decision making.

“Joining the AFP was always my goal. Diversity is what makes the role a challenge.”

Jason graduated from the recruit college in Barton in 2003. He started out at Belconnen Police Station, which was a tremendous learning experience, with senior officers and the Officer-in-Charge mentoring a very junior workforce.

ACT Policing Intelligence is a very diverse portfolio in the information, intelligence and services it provides to all areas of the organisation. From the most basic database check to a complex report which could assist the executive make significant decisions, ACT Policing Intelligence has a big part to play.

The team works on a variety of jobs, from assisting in tracking down an offender for General Duties to assisting station sergeants come up with strategies to target pockets of crime in their area. Intelligence also assists Superintendents plan and develop strategies for regional events and arms the executive with research which may be discussed at the national and international level.

Trends and changes in the operating environment

Demographics of the ACT

As the population of the ACT grows we will expand and evolve our organisation to take into consideration the changing demographic.

At the last census in June 2011 the ACT population was 367 800 people, an increase of 48 400 people since June 2001. This represented growth of 15 per cent over the 10-year period. Almost all of the ACT’s growth occurred in North Canberra, Belconnen and Gungahlin. Now the Molonglo Valley is starting to develop, with approximately 55 000 new residents expected over the next 30 years. For an illustration of the patrol zones of Canberra suburbs see Figure A.1.1.

In addition to the growth of the population, its diversity is changing. The demography of Canberra is becoming more multicultural. Culturally and linguistically diverse (CaLD) groups may not speak English, may feel culturally estranged and therefore feel isolated. They may also maintain more meaningful contact with communities from their countries of origin. These communities may become vulnerable to crime. It can be challenging for police to engage and build relationships with communities such as these who may feel distrustful of authority, and lack confidence in police. Building these relationships is important for ACT Policing. The challenge is to build trust while ensuring the flow of intelligence and progress of investigations is not stalled. We have a number of programs through which we interact with the CaLD groups, including our Multicultural Liaison Officers, and participation in the Eid al-Fitr festival and the National Multicultural Festival. For more information see Section B.1: Community Engagement.

Our population is also ageing. We continue to work collaboratively with the ACT Government and the community to support positive ageing and ensure that older people receive care, maintain their dignity and continue to contribute to society. We achieve this through our Senior Liaison Officers and the Volunteers in Policing program. For more information see Section C.23: Positive Ageing.

Significant risks and ongoing issues

Perceptions of crime

We have a number of challenges when it comes to improving perceptions of crime within the Canberra community.

During this reporting period we were unable to meet the KPI looking at the percentage of people who are concerned about becoming a victim of a housebreaking in the next 12 months.

We are working to meet this challenge by providing greater reassurance about the overall safety of the ACT and the success of our crime prevention strategies by publishing the number of arrests, charges and successful prosecutions via media releases on the ACT Policing website. We also provide transparency on crime through quarterly updates online at the Crime Statistics section of the ACT Policing website. In the media releases we encourage the community to report suspicious behaviour, activity or vehicles within their neighbourhoods as this information is vital in assisting police in targeting crime such housebreaking. Making these statistics transparent and comparable by time and suburb offers reassurance to the community that crime across Canberra is generally at a low level.

Another way of better engaging with the community is through social media where our presence online helps to improve perceptions of crime. The purpose of ACT Policing’s Twitter feeds (@ACTPolicing and @ACTPol_Traffic) is to keep the community and media updated on incidents within the ACT as they happen. ACT Policing’s social media applications are used to seek public assistance in investigations (via Crime Stoppers), to reassure or provide warnings, to encourage recruitment, highlight good police work, to encourage community confidence, and to promote marketing campaigns.

During the reporting period we also maintained @CPOACT, the Chief Police Officer for the ACT’s account which former Assistant Commissioner Roman Quaedvlieg used to interact with the community and ACT Policing members. The incoming Chief Police Officer for the ACT Rudi Lammers took over the account on 1 July 2013.

In the next financial year we will also be looking at community engagement activities to address perceptions of crime, such as through our Suburban Policing Strategy. For more information on the strategy see Section B.1: Community Engagement.

Police response to mental health

One in five Australians will suffer from a mental illness or dysfunction during the course of their lifetime. As a result of this, around 10 per cent of all cases to which we respond have a mental health element. This takes considerable police resources, around 2.5 hours per mental health job. To assist with the demand on police time and to enhance the care and treatment of individuals experiencing mental illness the Mental Health Community Policing Initiative (MHCPI) was established in 2011.

The MHCPI is a joint initiative between ACT Policing and ACT Health. Central to the initiative was the decision to embed clinicians within ACT Policing operations to provide timely advice to our officers responding to mental health incidents and support the front line to recognise, relate and respond to those who have a mental illness. As part of the initiative all frontline members also attend a four-day enhanced training program.

In early 2013 the program expanded with clinicians’ hours growing to seven days a week, rostered around times of high activity.

The success of this initiative has been evident in the results we are experiencing. Since this critical part of the initiative began almost two years ago the clinicians have received more than 2000 case referrals from ACT Policing Operations and have significantly contributed to a more effective and efficient response to mental health issues in the ACT.

Overall, police-initiated emergency actions have reduced from 80 per month to a consistent average of 40 to 50 actions.

The effect of ACT Policing’s MHCPI was also positively highlighted by the National Mental Health Commission in its A Contributing Life: the 2012 National Report Card on Mental Health and Suicide Prevention.

Keeping pace with technology-enabled crime

According to a report recently published by the Australian Crime Commission, organised crime is more pervasive, more powerful and more complex than ever before. It estimates organised crime costs the Australian economy alone $15 billion each year.

The nature of cyberspace makes detection of organised crime more challenging. The internet enables the establishment of virtual marketplaces for illegal and illicit goods such as drugs, firearms, identification documents and child exploitation material. These “darknets”, anonymous networks where computer identification (IP addresses) are not publicly shared, are widely used for criminal activity. Anonymous online purchasing is a popular method for consumers of illicit drugs. Underground websites such as The Silk Road are ever expanding, and, combined with the use of the difficult-to-trace Bitcoin currency, make these transactions particularly difficult for law enforcement agencies to manage.

Staying ahead of criminals in the technological sphere is ongoing, but paramount in efforts to combat crime, and ACT Policing benefits greatly in its ability to tap into the high-level expertise of the AFP’s High Tech Crime Operations portfolio as a supplement to its existing investigative resources.

While it makes crime detection more complex, the internet also provides the opportunity for police to be more effective. The AFP Information and Communication and Technology (ICT) Portfolio recently commenced the rollout of the iOS Secure Mobile Solution to members. This solution enables members to access and manage select “corporate information” from an iOS device. Functionality available at this time on the iOS device includes AFP email, calendar, secure browser and tasks. The initiative works to improve performance and productivity of members. The ICT portfolio continues to investigate enhancements for this system including in the application of in-car computing.

The AFP has long-term plans to replace its in-car computing system with new technology. The current system is becoming outdated, with police officers finding the computers time consuming to use. One investigation underway is the Interactive Constable on Patrol System (ICOPS) project. As part of the ICOPS project, we will investigate mobile law enforcement solutions that are simple to use. We are also interested in what other policing jurisdictions are doing in this area. The ICOPS system is currently being trialled on an iPad. It has 10 icons including vehicle check, tracking, licence check and police forms.

The exponential growth of technology and data storage in the “cloud” continues to present a significant risk for law enforcement agencies. Clouds are virtual servers feeding into vast data banks which remotely hold private information. Consumers can remotely access the cloud securely, provided that 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.

Fiscal environent impact on police response

In the next financial year we will continue to focus on finding efficiencies in order to ensure the high expectations of our services are met, particularly following the ACT Government’s announcement of a 1 per cent general savings measure for ACT Policing in its budget. This equates to $15 million over the next four fiscal years.

The impact of the general savings measure will increase KPIs, and will require ACT Policing to continue to ensure its structure, workforce and priorities are appropriately focused on achieving its strategic outcomes. We will work closely with the ACT Government over the next 12 months to identify efficiencies while striving to maintain a high level of service to the Canberra community.

The ACT Government has funded 932 full-time employees through the 2013–2014 Purchase Agreement, which was signed in June 2013. We have explored all avenues to identify saving opportunities across supplier expenses to minimise any impact on the employee budget. Frontline services will continue to be our priority.

Technology will also provide an opportunity for us to work more efficiently. The AFP ICT Portfolio will continue the rollout of the iOS Secure Mobile Solution to members. This will allow for a more accessible and flexible work environment. This solution enables members to access and manage select corporate information from an iOS device.

To ensure ACT Policing remains accountable within the fiscal environment, all of our financial dealings comply with Commonwealth Procurement Rules (CPRs). ACT Policing members work within budget by following the seven AFP Strategic Principles, including reducing supplier costs, eliminating duplication and through strengthening stakeholder relations.

A.5: Management discussion and analysis

Objective

ACT Policing seeks to keep the peace and preserve public safety within the ACT. We provide community policing services for an agreed price, as part of the Policing Arrangement (see Appendix 1) and the annual Purchase Agreement (see Appendix 2).

The Policing Arrangement notes that community policing services will include preservation of the peace and good order, the prevention and detection of crime, the protection of persons from injury or death, and the protection of property from damage.

Risk management

Risk management is an essential component of the AFP’s governance framework. It is essential to meeting strategic objectives and operational outcomes. Risk implications are identified through a rigorous risk assessment process incorporated into all planning and management, and are integrated into business processes.

ACT Policing risk management processes adhere to the internationally recognised approach (AS/NZS/ISO 31000:2009) and conform to AFP policies and processes.

Financial performance

The following financial information is based on audited Financial Reports for 2011–12 and 2012–13.

Our financial position has remained strong throughout this reporting period. The operating result for the year was a surplus of $2.3 million, or a variance against total revenue of 1.5 per cent. The underspend was primarily driven by a $1.7 million decrease in long-service leave provisions as a result of an increase in long-term bond rates during the year. An unexpected refund of Comcare premiums for 2012–13 also contributed $0.5 million to the underspend. Both of these items were outside the budgetary control of ACT Policing and, if they were excluded, the operating result would have been a surplus of $0.1 million, or 0.1 per cent of total revenue.

The result confirms the continuing prudent financial management of our organisation in the successful delivery of outcomes to the ACT Government. The financial statements for this reporting period were also signed by the Auditor-General, without qualification.

Financial analysis

Total revenue received by the AFP for the provision of policing services to the ACT was $152 million. This represented an increase of $3.1 million, or 2 per cent compared with the previous financial year (2011–12). The major factor in this increase was funding for the effects of the 2012–16 AFP Enterprise Agreement.

Total expenditure amounted to $149.7 million, which is down $2.7 million, or 1.8 per cent. The decrease in expenditure relates mainly to a change in the discount rate for long-service leave provisions due to the increase in the 10-year Commonwealth Bond rate — a key element in the calculation of the discount rate for long-service leave provisions for Australian Government entities. In 2011–12 the Commonwealth Bond Rate decreased significantly, increasing long-service leave expenditure in that year. The reduction in long-service leave expenditure in 2012–13 was offset in part by additional staffing and salary costs associated with the 2012–16 AFP Enterprise Agreement.

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.

Total expenditure

A.5.1: Components of Expenditure

This chart indicates the components of actual expenditure for 2012–13. Total expenditure was $149.7 million, comprising employee expenses of $100.5 million, enabling expenses of $25 million, administrative expenses of $16.1 million, depreciation of $2.8 million and resources received free of charge(being Police facilities provided by the ACT) of $5.3 million.

Total Revenue

A.5.2: Components of revenue

This chart indicates the components of actual revenue for 2012–13. Total revenue was $152 million, comprising Purchase Agreement funding of $145.8 million, resources received free of charge of $5.3 million and other revenue of $0.9 million.

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 pillars:

• Crime and Safety Management

• Traffic Law Enforcement and Road Safety

• Judicial Operations

• Crime Prevention

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 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 for the KPIs. The targets set for each KPI are based on a range of factors (most of which are shown in the Table A.7.1, below), which are included in the notes attached to the Purchase Agreement.

Targets can be generated by annual or three-year averages, meaning that the actual target changes each year, or it can be a predetermined number. KPIs are generally assessed against crime statistics and the National survey: Community satisfaction with police services.

Table A.7.1: ACT Policing key performance measures source data

MEASURES

TARGET

SOURCE OF DATA

LEVEL OF CRIME

1. Number of offences against the person reported or becoming known per 100 000 population.

800 or less

Arithmetic — sourced from PROMIS with ABS population data.

2. Number of offences against property reported or becoming known per 100 000 population.

8300 or less

3. Percentage of offences against the person cleared.

70% or more

4. Percentage of offences against property cleared.

15% or more

PERCEPTION OF CRIME

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.

National Average or less

Survey of Community Satisfaction with Policing conducted by the Social Research Centre

6. Percentage of persons who are concerned about becoming a victim of sexual assault in the next 12 months.

National Average or less

7. Percentage of persons who are concerned about becoming a victim of housebreaking in the next 12 months.

National Average or less

8. Percentage of persons who are concerned about becoming a victim of motor vehicle theft in the next 12 months.

National Average or less

9. Percentage of persons who feel safe at home alone during the day.

National Average or more

10. Percentage of persons who feel safe at home alone during the night.

POLICE RESPONSIVENESS

11.Response times for Priority One Incidents:

• within 8 minutes

• within 12 minutes.

75% or more

90% or more

Arithmetic — sourced from Computer Aided Despatch (CAD) system.

12. Response times for Priority Two Incidents:

• within 20 minutes

• within 30 minutes.

70% or more

95% or more

Arithmetic — sourced from CAD system.

13. 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

Arithmetic — sourced from CAD system.

14. Percentage of 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

15. Percentage of persons satisfied with most recent contact with police services.

National average or more

Survey of Community Satisfaction with Policing conducted by Social Research Centre.

16. Percentage of persons who agree that police perform their job professionally.

National average or more

Survey of Community Satisfaction with Policing conducted by the Social Research Centre.

17. Percentage of persons who agree that police treat people fairly and equally.

National average or more

Survey of Community Satisfaction with Policing conducted by the Social Research Centre.

TRAFFIC LAW ENFORCEMENT AND ROAD SAFETY

18. Number of road crashes resulting in death per 100 000 population.

4.2 or less

Arithmetic —sourced from AFP PROMIS data.

19. Number of road crashes resulting in injury per 100 000 population.

180 or less

Arithmetic —sourced from Traffic data.

20. Percentage of persons who self-report to driving 10 km per hour or more over the speed limit.

National Average or less

Survey of Community Satisfaction with Policing conducted by the Social Research Centre.

21. Percentage of persons who self-report to driving while not wearing a seatbelt.

22. Percentage of persons who self-report to driving while suspecting they are over the prescribed alcohol limit.

23. Percentage of persons who self-report to driving when using a mobile phone.

SUPPORTING THE JUDICIAL PROCESS

24. Percentage of briefs delivered to the DPP within the designated timeframe.

75% or more

Arithmetic —Judicial Operations data and ACT Court outcomes data.

25. Percentage of cases finalised by offence proved in court.

80% or more

26. Percentage of cases finalised by a not-guilty verdict or otherwise withdrawn.

15% or less

27. Percentage of cases otherwise resolved.

5% or less

CRIME PREVENTION

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

• graffiti/vandalism

• louts/gangs

• drunken/disorderly behaviour.

National Average or less

Survey of Community Satisfaction with Policing conducted by the Social Research Centre.

29. Number of juveniles referred to diversionary programs

76 or more

Arithmetic — data sourced from Restorative Justice Unit, JaCS.

30. Number of persons referred to community support agencies.

5400 or more

Arithmetic — data sourced from SupportLink.

31. ACT Policing Victim Liaison Officers providing contact with victims of indictable crime reported to police.

75% or more

Arithmetic — data sourced from PROMIS.

32. Number of referrals to drug diversion programs (drug demand reduction effort).

80 or more

Arithmetic — data sourced from ACT Policing Crime Prevention.

National Survey of Community Satisfaction with Police Services

The National Survey of Community Satisfaction with Police Services (NSCSPS) is a household survey conducted by The Social Research Centre every quarter which collects information from 28 501 people Australia-wide.

The NSCSPS provides information on attitudes towards services provided by the police, perceptions on fear of crime, and problems in the neighbourhood area. It also provides information on the most recent contact with the police, who initiated the contact and reasons for contact.

Out of our 32 KPIs, 14 are directly measured against the NSCSPS. The targets for these KPIs are based on national averages which enables comparison to 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 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 2012–2013 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.

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 Australian Capital Territory 2012–13.

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 toward 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 less offences per 100 000 population. We achieved this target, with 703.2 offences being reported per 100 000 population, a variation from the target of 97 offences.

Figure A.9.1: Offences against the person by type 2008–09 to 2012–13

Source: PROMIS as at 2 July 2013 * Other offences against the person include homicide and related offences, kidnapping, dangerous or negligent acts, harassment and threatening behaviour.

Table A.9.1: Offences against property by type 2011–12 to 2012–13

Offence Type

2011–12

2012–13

% change

Robbery

254

167

34.6

Armed robbery

141

85

39.7

Other robbery

113

82

27.4

Burglary

2 616

2 241

14.3

Dwelling

1 831

1 532

16.9

Shops

335

259

22.7

Other

450

450

0.0

Motor vehicle theft

1 183

862

27.1

Property damage

5 949

5 482

7.9

Other theft

9 399

10 024

6.6

Source: PROMIS as at 2 July 2013

During the reporting period there were 2571 offences against the person reported to ACT Policing. This represents a 10.3 per cent decrease (or 296 offences) compared with the previous reporting period (2011–12).

All offences against the person recorded decreases in comparison to 2011–12. Major decreases included sexual offences (down 15 per cent, or 63 offences), assaults (both in the home and public places) down by 11 per cent and 8 per cent respectively, and homicide and related offences, down from six to five offences in 2012–13.

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 30 per cent (770 offences) of all offences against the person were alcohol related.

Throughout the reporting period ACT Policing developed and implemented various strategies to encourage safe and responsible drinking practices in order to reduce community effects of alcohol-related harm and crime. One of these strategies was a new social media campaign to deter young people from underage drinking as part of its Skyfire partnership efforts. The underage drinking campaign demonstrated the potential social and legal consequences that can affect teenagers if they decide to drink alcohol before the legal age of 18. In addition to launching this new campaign ACT Policing partnered with Red Frogs, a not-for-profit-organisation at Skyfire, to strengthen the message that it’s OK to say no to alcohol. Red Frogs assisted police in engaging with teenagers at the event and educating them on safe partying behaviour. As a result of this partnership and these strategies only a small number of teenagers were taken into custody for alcohol-related offences (a decrease of 75 per cent compared with the previous year) and there were no incidents of alcohol-related anti-social behaviour.

Another of the major public events, held in February 2013, was the Canberra Multicultural Festival, which attracted an estimated crowd of 268 000 people over three days. ACT Policing, a sponsor of the event, hosted a stall at the festival and worked with event organisers to reduce the number of alcohol-related incidents. This close partnership with event organisers helped ensure there were only several breaches of liquor licensing regulations detected and one minor theft reported this year.

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. During this reporting period, offences against property accounted for 64 per cent of all offences reported or becoming known in the ACT.

The target for this measure was 8300 or less offences against property reported or becoming known per 100000 population. We achieved this measure by recording 5288.5 offences, significantly lower than the target.

There were 19 336 offences against property reported to ACT Policing during this reporting period. When compared with the previous reporting period this represents a decrease of 5 per cent (or 1058 offences). This represents the lowest number of property offences recorded in more than 11 years.

All offence types under the offences against property category have decreased considerably when compared with the previous reporting period. Table A.9.1 illustrates the significant decreases across all offence types included within this KPI.

During this reporting period we continued to identify new ways to influence property crime rates by working in conjunction with external stakeholders. One such example of these efforts involves the work of ACT Policing Crime Prevention’s Business Liaison Team in relation to the Crime Prevention Through Environmental Design (CPTED) assessments, which involve engagement with ACT business owners and staff to assess the security of business premises. These assessments include providing written reports to the business with suggestions on how to improve security and safety issues, as well as providing AFP BizSafe packs.

ACT Policing’s ongoing focus on intelligence-led initiatives around property offending includes the continued targeting of recidivist property offenders. Crime Prevention teams support investigations by using information provided by community contacts and assist crime targeting activities across ACT Policing by providing advice and guidance on known property offenders. ACT Policing Crime Prevention teams also actively divert high-risk young offenders into productive activities to break their cycle of offending. Crime Prevention teams continue to work with the Police Citizens Youth Club (PCYC) to place young offenders into education programs to achieve long-term reductions in crime.

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.

The target for this measure required a clear-up rate of 70 per cent or more offences for all offences against the person. We achieved this target, with a clear-up rate of 74.3 per cent (or 1910 offences), exceeding the target by 4.3 per cent. Figure A.9.3 illustrates our consistent performance against this measure (over 67.7 per cent) since 2008–09.

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.

The annual target for this measure is 15 per cent or more offences against property cleared. We failed to achieve this target by recording a clear-up rate of 14.3 per cent of total property offences (or 2765 cleared property offences). Figure A.9.4 illustrates our 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 remediate this performance, we will employ the same targeting strategies to influence property crime rates within the ACT.

Figure A.9.2: Offences against property by type 2008–09 to 2012–13

Source: PROMIS as at 2 July 2013 * Other offences against property include robbery, blackmail and extortion, fraud and misappropriation, and handling of stolen goods offences.

ACT Policing also continues to target criminal and anti-social behaviour at ACT schools in school term breaks, as part of Operation School Safe. Historically, school holiday periods attract higher than normal incidents of a criminal nature, typically vandalism in the form of smashed windows, graffiti and burglary of schools. This is thought to occur as schools are vacant during these periods and the most common perpetrators are school students who have idle time. During holiday periods, ACT Policing patrol teams conducted proactive patrols in and around schools to provide a visible police presence in order to prevent or discourage incidents of criminal and anti-social behaviour. ACT Policing has sought the community’s support in watching out for suspicious behaviour or unlawful activity in and around Canberra’s schools during holiday breaks. During 2012–13, 156 school-related property offences were reported to police. These included 131 instances of property damage, 13 fires and 12 complaints of graffiti.

Perceptions of crime

The National Survey of Community Satisfaction with Policing is a nationwide telephone survey which 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 policebehaviour. During this reporting period 2400 residents of the ACT participated in the survey, with 28 501 participating nationally.

The survey monitors community concern about becoming a victim of certain crime types. While this series of questions can elicit a variety of interpretations ranging from an assessment of likelihood of victimisation through to an assessment of how the victim would feel if they were to become a victim, they are the best available indicator of “fear” of crime. Figure A.9.5 shows the percentage of people in the ACT “somewhat concerned” or “very concerned” about becoming a victim of certain crime types in the next12 months compared with 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. A level of awareness about crime can reinforce crime prevention behaviours and limit the person’s potential for victimisation.

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 assault, 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.9.3: Offences against the person cleared 2008–09 to 2012–13

Source: PROMIS as at 2 July 2013

Figure A.9.4: Offences against property cleared 2008–09 to 2012–13

 Source: PROMIS as at 2 July 2013.

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 must 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; however, more survey respondents felt they were likely to become victims of these offence types when compared with the national average.

We continue to identify new media to engage the community to reduce the fear and perception of crime. We have maintained social media accounts where our presence online helps to improve perceptions of crime. The purpose of ACT Policing’s Twitter feeds (@ACTPolicing and @ACTPol_Traffic) is to keep the community and media updated on incidents within the ACT as they happen. Social media is used alongside ACT Policing’s traditional communication channels and ACT Policing website CrimeStatistics to interact with the public and media to enhance and build confidence in police and positively influence the community’s perceptions of crime.

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.

The target for this measure is the national average or less. We achieved this measure with 30.3 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 compared with 36.7 per cent nationally.

Measure 6: Percentage of persons who are concerned about becoming a victim of sexual assault in the next 12 months.

The target for percentage of persons who are concerned about being the victim of sexual assault in the next 12 months is the national average or less. In the ACT 8.7 per cent of people were concerned about becoming the victim of sexual assault, compared with a national average of 10.6 per cent.

During this reporting period the number of sexual assault offences reported to ACT Policing decreased by 15 per cent when compared with the previous year. We continue to encourage victims of sexual assault and other sexual-related offences to report those incidents regardless of when they occurred. Reporting of sexual assaults is generally underreported nationally.

Measure 7: Percentage of persons who are concerned about becoming a victim of housebreaking in the next 12 months.

The target for percentage of persons who are concerned about being the victim of housebreaking is slightly above the national average. The national average for this reporting period was 56.4 per cent, while the ACT result was 57.2 per cent.

The result of this measure emphasises a continued perception issue of which the causes are repeatedly difficult to identify. Compared with the previous reporting period, the rate

Figure A.9.5: Perception of crime by offence type 2012–13

Source: National Survey of Community Satisfaction with Policing, July 2013.

of residential burglaries in the ACT has decreased significantly by 16.9 per cent (or 299 offences) demonstrating the inconsistency between the rate of recorded crime to the perception of crime in the community.

It is important to note the 1532 residential burglary offences reported during this reporting period was the lowest rate of house breakings recorded in the ACT for more than a decade. This is demonstrated in Figure A.9.6, which illustrates a downward trend of residential burglary offences despite the community’s perception of the incidence of housebreakings.

We continue to identify new ways to promote community awareness of home security to reduce the threat of house breakings. In November 2012, ACT Policing (in partnership with Bunnings Warehouse) facilitated home security workshops across all stores located in Canberra. The aim for this crime prevention initiative was to provide the community with home security information and practical measures to secure and protect their homes against opportunistic crime in the lead up to the Christmas holiday season. In addition to the workshops, ACT Policing distributed free home security packs with 24-hour light timers, magnetic home security checklists and home and personal security guides.

Another initiative undertaken to improve community perceptions of housebreaking is communicating our success by publicising the number of arrests, charges and successful prosecutions via media releases on the ACT Policing website. Furthermore, ACT Policing patrols continue 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 encourage the community to improve security, they may inadvertently increase concern of becoming a victim, which is a common response to proactive police publicity on specific crime issues.

Measure 8: Percentage of persons who are concerned about becoming a victim of motor vehicle theft in the next 12 months.

The target for this measure is the national average or less. We met this measure, recording 42.3 per cent of persons in the ACT concerned about being a victim of motor vehicle theft compared with 43.7 per cent nationally, under the target by 1.4 per cent. Figure A.9.7 represents the declining trend of stolen motor vehicle offences, illustrating that the reporting period results were the lowest in more than a decade.

We employed several strategies to engage with the community and improve the public’s perception of motor vehicle theft. One of our strategies included Project Safe Plate, involving our members fitting vehicle number plates with secure tamper-proof screws.

Figure A.9.6: Residential burglary offences reported to ACT Policing 2001–02 to 2012–13

 Source: PROMIS as at 2 July 2013.

ACT Policing partnered with shopping centres to reduce registration plate theft via the free Project Safe Plate program. Motorists were encouraged to bring their vehicles to the specific location in order for ACT Policing officers to fit plates with tamper-proof screws, making it more difficult for thieves to steal the plates. This strategy helps reduce number-plate thefts as well as having a diminishing effect on property offences, such as petrol drive-offs and burglaries where plate theft is usually a precursor.

During the reporting period, Project Safe Plate was held by the following Police Stations:

• Tuggeranong, in July 2012, 528 vehicles were fitted with tamper-proof screws in conjunction with Tuggeranong Hyperdome

• Gungahlin, in March 2013, 284 vehicles were fitted with tamper-proof screws in conjunctionwith Gungahlin Marketplace

• City, in May 2013, 176 vehicles were fitted with tamper-proof screws in conjunction with the Canberra Centre.

ACT Policing maintains its commitment to the Suburban Policing Strategy model through its continued engagement and active presence within the ACT community. Originally, the Suburban Policing Strategy (SPS) was established with the key objectives of raising community satisfaction with police and reducing fear of crime, which initially required that all areas of the ACT received equal routine police attention. In 2012–13, ACT Policing conducted a review of the SPS model to assess its general effectiveness. This review identified that a more targeted approach was required in order to increase the effectiveness of crime and safety management. While the basic premise of the SPS remains unchanged, the SPS is now comprised of accessibility and engagement patrols. These patrols are directed by team leaders and station officers in charge to ensure all areas receive appropriate attention and information collected is based on actual and perceived crime issues. This information is assessed and used to inform appropriate responses and intelligence-led targeting activities.

During this reporting period we conducted 13 839 SPS-related activities. From the total number of SPS activities, 63.9 per cent consisted of visibility activities (proactive vehicle patrols), 30.2 per cent accounted for accessibility jobs (beat/patrol/bicycle patrols) and 5.9 per cent were acknowledged to be 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.

The target for percentage of persons who feel safe at home alone during the day was the national average or more. The national average for the financial year was 94.7 per cent, with the ACT recording 95.4 per cent.

Figure A.9.7: Stolen motor vehicle offences reported to ACT Policing 2001–02 to 2012–13.

Source: PROMIS as at 2 July 2013.

Measure 10: Percentage of persons who feel safe at home alone after dark.

The target for the percentage of persons who feel safe at home alone after dark was national average or more. The national average was 87.5 per cent. The ACT exceeded this target with 90.4 per cent of people in the ACT stating they feel safe at home after dark.

Figure A.9.8 illustrates that residents of the ACT feel safer than other Australians at all locations and at all times of the day.

Police responsiveness

We encourage all members of the public to report criminal incidents to police. Contact that the public has with us is generally recorded and, while 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. The 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 11–13 gauge our responsiveness by recording response time to incidents of each priority type, while Measure 14 details the urgency with in which Triple Zero (000) calls are answered. ACT Policing has again exceeded the targets for all measures within the police responsiveness output.

Measure 11: Response times for Priority One incidents.

The targeted response time for Priority One incidents is 75 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 78.5 per cent within eight minutes and 94.4 per cent within 12 minutes.

Measure 12: Response times for Priority Two incidents.

The target for Priority Two incidents is 70 per cent within 20 minutes and 95 per cent or more within 30 minutes. We again exceeded this target, recording response times of 92.8 per cent and 97.4 per cent respectively.

Figure A.9.8: Feelings of safety by location and time of day 2012–13

 Source: National Survey of Community Satisfaction with Policing, July 2013.

Measure 13: Response times for Priority Three and four incidents.

The reporting period 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 the response time for attendance at priority three incidents a high 99.7 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 96.5 per cent for calls answered on first presentation and 99.7 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 National Survey of Community Satisfaction with Policing (NSCSP) includes a number of questions that monitor public confidence levels of police nationwide. Three of these survey questions are used to measure confidence and satisfaction with ACT Policing against the national average (for measures 15–18).

Measure 15: Percentage of persons satisfied with most recent contact with police services.

The target for this measure is the national average or more. The national average during the reporting period was 84.1 per cent. We did not achieve this measure, with 82.9 per cent (outside the target by 1.2 per cent) of survey respondents satisfied with their contact with our members in the past 12 months.

The most common recent contact with police in the ACT in the past 12 months was “random breath testing (RBT) operations” (19.3 per cent), followed by “to report a crime” (13.8 per cent). The most common reason stated for those satisfied with their most recent contact is that police officers were “fair/professional” (22.6 per cent). This corresponds with outstanding KPI results achieved 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” (27.5 per cent).

There is the likelihood that with our increased proactive policing there may be a greater number of people dissatisfied with police as a result of having been subject to greater 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 and satisfaction with us. One such event was the ACT Policing Crime Prevention display at the annual Canberra Lifestyle and Retirement Expo held at EPIC in Mitchell. ACT Policing has been involved in the Expo since 2007. This event attracts approximately 10 000 people over a three-day period. Crime Prevention members had the opportunity to engage with and promote crime prevention information to a large number of senior members in our community.

Figure A.9.9: Satisfaction with police 2012–13

Measure 16: Percentage of persons who agree that police perform their job professionally.

The target for this measure was the national average or more. We achieved this target, with 87.7 per cent of people in the ACT agreeing that we perform our job professionally (compared with 85.5 per cent nationally).

Measure 17: Percentage of persons who agree that police treat people fairly and equally.

The target for this measure was the national average or more, being 75 per cent. We exceeded this target with 77.2 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 persons who had confidence in police during this reporting period.

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 (TAMS) Directorate, 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 corresponding action plan, which was launched by the ACT Government in November 2011. This inter-agency project was developed to reduce 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 compliment the National Road Safety Strategy that also aims to see 30 per cent less fatalities 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 to ensure action items attributed to ACT Policing are successfully achieved.

Figure A.9.10: Community beliefs about police 2012–13

Source: National Survey of Community Satisfaction with Policing, July 2013.

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, supported by targeted media and marketing campaigns.

ACT Policing continued its focus on road safety over busy holiday periods during the 2012–13 financial year, with Operation CROSSROADS concluding over the Easter long weekend and an increased presence deployed over the Queen’s birthday long weekend. Operation CROSSROADS is a partnership between ACT Policing and NSW Police Force that provides a highly visible police presence on our shared roads targeting speeding, drink driving and fatigue. As a result of Operation CROSSROADS, ACT Policing issued 209 Traffic Infringement Notices for driving offences and three people recorded positive readings when they provided preliminary drug samples.

During Operation CROSSROADS, 2 434 breath tests were conducted by ACT Policing, with 17 positive results being returned. Another positive outcome of the Operation was that the ACT was able to remain fatality free over this holiday period. Over the Queen’s Birthday long weekend in June, ACT Policing issued 137 Traffic Infringement Notices and 51 Cautions despite drivers being warned about increased traffic enforcement over the period. Fifty-two speeding offences were identified over the long weekend, including three drivers caught driving more than 45 kmh over the speed limit. This activity reinforces ACT Policing’s focus on road safety issues, particularly in relation to anti-social and dangerous driving behaviours.

In 2012, ACT Policing secured an NRMA ACT Road Safety Trust grant to identify and understand community knowledge, perceptions and attitudes towards speeding. The market research has helped fill the gaps to create more persuasive ACT Policing communications and targeted enforcement to influence behavioural change. The research recommended a future communications focus on the legal consequences of speeding, most notably the potential for loss of licence and associated loss of freedoms. Low-range speeding and high-range speeding were revealed to have different motivators and barriers.The research also identified the growing need to communicate to the community about low-level speeding consequences.

Measure 18: Number of road crashes resulting in death per 100 000 population.

The target for this measure was 4.2 or less road crashes resulting in death per 100 000 population. ACT Policing achieved this measure by recording 3.0 fatal road crashes per 100 000 during this reporting period.

There were 11 road collisions resulting in 11 fatalities during this reporting period. This represents a high increase compared with the five deaths (from five collisions) recorded in the previous reporting period.

Measure 19: Number of road crashes resulting in injury per 100 000 population.

Figure A.9.11: Fatal collisions per 100 000 population 2008–09 to 2012–13

Source: ACT Policing Annual Reports, PROMIS as at 02 July 2013, http://www.infrastructure.gov.au/roads/safety/road_fatality_statistics/fatal_road_crash_database.aspx as at 16 July 2013 and Regional Population Growth, Australia and New Zealand, 2011 (ABS Cat. no. 3218.0).

The target for this measure was 180 or less road crashes resulting in injury per 100 000 population.

We meet this target with the number of road crashes resulting in injury recorded at 176.4 (below the target by 3.6 road crashes per 100 000 population).

Measure 20: Percentage of persons who self-report to driving 10 kmh or more over the speed limit

The target for this measure was the national average or less. ACT Policing did not meet this, with ACT drivers more likely to self-report to driving 10 kmh or more over the speed limit (26.9 per cent) compared with the national average (21.1 per cent).

There were 6896 Traffic Infringement Notices issued for speeding-related offences during this reporting period, a decrease of 12.7 per cent to the number of Traffic Infringement Notices issued for speeding in the previous reporting period (7 900).

ACT Policing targeted speeding motorists during October 2012 as part of its multi-agency road safety strategy. The strategy alternates each month and targets specific issues and behaviour which contribute to death and serious injuries on ACT roads. For instance, ACT Policing increased its focus on speeding in April 2013, by maintaining a highly visible police presence and conducting targeted police patrols at known speeding locations across the Territory. As a result of this strategy, ACT Policing issued 521 Traffic Infringement Notices and 198 Cautions for speeding related offences for the month.

During school term periods in 2012–13, ACT Policing also targeted excessive speed in school zones by providing a visible police presence at schools located across the ACT. ACT Policing continues to liaise with local schools regarding ongoing traffic issues in their area to ensure problem areas are targeted. Last school term (29 April to 5 July 2013), 162 drivers received Traffic Infringement Notices and 83 drivers received Cautions for speeding in ACT school zones. Operational efforts were also complemented with ACT Policing media conferences and media releases promoting safe speeds around school zones.

Measure 21: Percentage of persons who self-report to driving while not wearing a seatbelt.

The target for this measure was the national average or less. The national average was 1.8 per cent. We achieved the target during this reporting period with 1.0 per cent of people self-reporting to driving while not wearing a seatbelt.

ACT Policing issued 507 Traffic Infringement Notices for driving while not wearing a seatbelt during this reporting period. The number of Traffic Infringement Notices issued for this infringement type decreased by 30.3 per cent when compared with the previous reporting period.

Measure 22: Percentage of persons who self-report to driving while suspecting they are over the prescribed alcohol limit.

Figure A.9.12: Motor vehicle collisions with injury (per 100 000 population) 2008–09 to 2012–13

Source: PROMIS as at 2 July 2012.

The target for this measure is the national average or less. The national average was 1.3 per cent. We achieved the target during this reporting period with 0.8 per cent of people self-reporting to driving while suspecting they are over the limit.

Removing impaired drivers from ACT roads remains a strong focus for ACT Policing. Throughout the reporting period we conducted 100 791 random breath tests (RBTs), of which 1259 drivers were over the prescribed limit of alcohol. A total of 1.2 per cent of drivers produced a positive RBT, a slight decrease compared with the previous reporting period.

We continue to develop new policing strategies to target drink driving and repeat offenders. One of these key strategies included the strategic targeting of drink-driving hotspots 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 use this information to identify hot spots on the basis of common places and times. This strategy enables us to allocate effectively resources to proactively target drivers under the influence of alcohol.

Measure 23: Percentage of persons who self-report to driving when using a mobile phone.

The target for this measure was the national average or less. The national average was 12.6 per cent. We achieved the target during this reporting period, with 10.7 per cent of people self-reporting to driving when using a mobile phone.

During this reporting period we issued 1406 Traffic Infringement Notices to ACT motorists for driving when using a mobile phone — a decrease of 33.5 per cent of the number of Traffic Infringement Notices issued for this infringement type compared with the previous reporting period.

3. Prosecution and judicial support

[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 Director of Public Prosecutions (DPP) within the designated timeframe. We achieved the target for this measure, with 76.1 per cent of briefs delivered to the DPP within the set 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 85.9 per cent of cases finalised by offence 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 15 per cent or less. We achieved this target, with 12.8 per cent of cases finalised by a not-guilty verdict or otherwise withdrawn.

Measure 27: Percentage of cases otherwise resolved.

Our target for this measure was to ensure 5 per cent or less of cases were otherwise resolved (other than by offence proved in court or a not-guilty verdict, or otherwise withdrawn). This measure relates to incidents where defendants are found unfit to plead due to mental illness. We achieved our target, recording 1.3 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 with perceived levels of crime and general safety. For example, perception of neighbourhood incivility is an indication of a lack of public order in the neighbourhood, that social controls are diminishing, and that police are unable to deal effectively with neighbourhood problems.

One of the aims of the SPS is to reduce the fear of crime in the community. The combined approach of the SPS in employing increased 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

The target for this measure was the national average or less. The national average for this reporting period was 61.1 per cent. We did not achieve the target, with 66.3 per cent of people who perceive speeding cars, dangerous or noisy driving as being a problem in their neighbourhood.

We have continued our commitment to address community concerns of dangerous driving by increasing the public’s awareness of traffic-targeting in their local neighbourhood. Through our online crime mapping tool — CrimeStatistics — the public now has access to information relating to the number of Traffic Infringement Notices issued by ACT Policing, with 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 providing the public with a clearer understanding of traffic enforcement within their local area.

Graffiti/vandalism

The target for the percentage of persons who perceive graffiti/vandalism to be a problem in their neighbourhood was the national average or less. The national average for this reporting period was 42.7 per cent, while the ACT result was 40.4 per cent. Financial year comparisons show graffiti offences reported to ACT Policing has increased by 14.1 per cent from 2011–12 to 2012–13. However, results for total property damage offences for this reporting period illustrate a 7.9 per cent decrease.

Louts/gangs

The target for this measure was the national average or less. The national average was 23.8 per cent. We achieved this target with 16.9 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 or less. The national average was 36.5 per cent. We achieved this target, with 29.2 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.

The target for this measure was 76 or more juveniles referred to diversionary programs. We exceeded this target, referring more than twice that number of young people (173) to a diversionary program.

Measure 30: Number of persons referred to community support agencies.

Our target for this measure was 5 400 or more persons referred to community support agencies. We achieved this target, with 5 791 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 are:

• 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.

The target for this measure is 75 per cent or more. We achieved this target, with 84.0 per cent of victims contacted by our Victim Liaison Officers throughout the reporting period.

Measure 32: Number of referrals to drug-diversion programs (drug-demand reduction effort).

The target for this measure was 80 or more referrals to drug-diversion programs. We achieved this target, with a high number of people (156) diverted into the Early Intervention and Drug-Diversion Program.

Figure A.9.13: Number of breath tests by year 2007–08 to 2012–13

Source: ACT Policing Annual Reports 2010-11 and ACT Policing Traffic Operations.

Table A.9.2: Drug charges by type 2011–12 to 2012–13

Offence Type

2011–12

2012–13

% change

Possession or use of drugs

478

460

4%

Deal and traffic in drugs

73

66

10%

Manufacture and grow drugs

23

21

9%

Other drug offences

0

1

0%

Total drug

574

548

5%

Source: PROMIS as at 2 July 2013

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 2011–12 to 2012–13

INDICATOR

2011–12 result

2012–13 result

% change

Employee expenses

• Number of staff employed (headcount)

• Total Employee Expenditure

905

$103.7 m

924

$100.5 m

+2.0

-3.0

Operating statement

• Total expenditure

• Total own source revenue

• Total net cost of services

 $152.4m

$0.3 m

$152.1 m

 $149.7 m

$0.3 m

$149.4 m

 -1.8

Nil

-1.8

Economic viability

• Total assets (notional allocation of AFP assets)

• Total liabilities (notional allocation of AFP assets)

 $36.0 m

$37.2 m

 $37.6 m

$37.5 m

 +4.4

+0.8

Transport

• Total number of fleet vehicles

• Total transport fuel used

• Total direct greenhouse emissions (tonnes of Co2e) of the fleet

 224

Not available

1358

 216

Not available

1226

 -3.6

Not available

-9.7

Energy use – KwH

• Total office energy use (megajoules)

• Office energy use per person (megajoules/FTE)

• Office energy use per m2 (megajoules/m2)

 7 197

7.590

0.270

 7 089

7.290

0.270

 -1.5

-3.9

Nil

• Greenhouse emissions

• Total office greenhouse emissions direct and indirect (tonnes of CO2e)

• Total office greenhouse emissions per FTE (tonnes of CO2e/FTE)

• Total office greenhouse emissions per square metre (tonnes of CO2e/m2)

No data available

No data available

No data available

Water consumption

• Total water use – kilolitres

• Office water use per person (kilolitres/FTE)

• Office water use per m2 (kilolitres/m2)

 13 818

14.45

0.53

 12 830

13.19

0.49

 -7.2

-8.7

-7.5

Resource efficiency and waste

• Estimate of co-mingled office waste per FTE (litres)

• Estimate of paper recycled (litres)

• Estimate of paper used (by reams) per FTE (litres)

No data available

No data available

No data available

The Diversity of Our Workforce

• Women (Female FTEs as a percentage of the total)

• People with a disability (as a percentage of the total workforce)

• Aboriginal and Torres Strait Islander people (as a percentage of the total workforce)

• Staff with English as a second language (as a percentage of the total workforce)

 34.0%

0.6%

1.0%

 6.7%

 34.0%

0.7%

0.8%

 7.3%

 Nil

+16.7

+20.0

 +9.0

Staff Health and Wellbeing

• OH&S incident reports

• Accepted claims for compensation (as at 31 August 2011)

• Staff receiving influenza vaccinations

• Workstation assessments requested

172

42

287

12

223

29

165

15

+29.6

-30.9

-42.5

+25.0

SECTION B Consultation and Scrutiny Reporting

B.1 Community Engagement

B.2 Internal and External Security

B.3 Legislative Assembly Committee Inquiries and Reports

B.4 Legislative Report

B.1: Community engagement

We continued to develop our community engagement programs throughout the year to further increase our profile and to work collaboratively with community groups, the general public and partner agencies in order 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 about perceptions of crime, and actively create supportive relationships with our stakeholders.

Community engagement programs include educational themes, advisory programs and those specifically designed for high-risk and vulnerable members of the community.

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

Offence Type

2011–12

Consultation 1

Line area

Media and Public Engagement, General Duties

Project

Project Safe Plate

Consultation process

Project Safe Plate is an initiative aimed at decreasing vehicle registration-plate thefts and subsequent follow-up offences in the Canberra region.

Historically, the theft of number plates from vehicles has consistently caused problems within the community. Stolen number plates are often used to commit crimes such as petrol drive-offs, burglaries and traffic offences.

By reducing the opportunity for criminals to source one of their tools, ACT Policing aims to reduce many types of crime.

Project Safe Plate was held by the following Police Stations:

• Tuggeranong, in July 2012, 528 vehicles were fitted with tamper-proof screws. The project was run in conjunction with Tuggeranong Hyperdome.

• Gungahlin, in March, 2013 284 vehicles were fitted with tamper-proof screws. The project was run in conjunction with Gungahlin Marketplace.

• City, in May 2013, 176 vehicles were fitted with tamper-proof screws. The project was run in conjunction with the Canberra Centre.

Each Project Safe Plate involves members from several ACT Policing areas including General Duties members, Crime Prevention, Media and Public Engagement, Traffic Operations, Police Volunteers and Recruits from the AFP College. ACT Policing’s stakeholders such as Neighbourhood Watch are also involved.

Groups/individuals consulted

The ACT community.

Approximate number consulted

A total of 988 cars have been fitted with tamper-proof screws during the 2012–13 financial year.

Outcome

Project Safe Plate addresses objectives in the ACT Government’s 2012–2015 Property Crime Reduction Strategy.

The strategy calls for improved community perceptions of burglary and motor vehicle theft, so that the percentage of people concerned about becoming a victim of these types of crime is below the national average.

Specifically, objective three in the Property Crime Reduction Strategy relates to creating a safer and securer community by reducing property crime and opportunities for car theft.

ACT Policing has set a target of reducing motor vehicle theft by 20% and burglaries by 10% by the end of 2015.

Consultation 2

Line area

Media and Public Engagement, Crime Prevention

Project

Bunnings home security weekend

Consultation process

For the second year in a row we teamed up with Bunnings Warehouse to provide members of the community free security advice on how to protect their homes and prevent break-ins in the lead up to the Christmas holidays.

The event took place on the first weekend in November. General Duties members were located at stores in Belconnen, Tuggeranong and Fyshwick where they provided home safety presentations and engaged with members of the community.

Free home-security packs with 24-hour light timers, magnetic home security checklists and home and personal security guides were distributed to members of the community.

There was also a “How to secure your home” workshop on both days, and free Constable Kenny Koala helium balloons for children attending the stalls.

Neighbourhood Watch members also attended the stalls to provide information and advice.

Groups/individuals consulted

General public.

Approximate number consulted

Around 3000 showbags 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.

Officers fit secure numer plates in Gungahlin as part of Project Safe Plate.

Consultation 3

Line area

Media and Public Engagement, Specialist Response Group, General Duties and Recruits.

Project

White Ribbon Day.

Consultation process

On Saturday, 24 November 2012 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.

The stalls were held in all major Canberra shopping centres and Bunnings stores. Uniformed male members from the AFP (Specialist Response Group, General Duties and Recruits), the Australian Defence Force (Air, Navy and Army) and Emergency Management Agencies (ACT Fire and Rescue, ACT Rural Fire Service and the ACT Ambulance Service) manned the stalls.

The stalls sold White Ribbon Day merchandise and provided information about the issue, and representatives were pleased with the high level of 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.

White Ribbon Day Ambassador and Chief Police Officer for the ACT Roman Quaedvlieg (until May 2013), manned the Canberra Centre stall, while Deputy Chief Police Officer David McLean (until December 2012) and Deputy Chief Police Officer David Pryce manned the Westfield Woden and Bunnings Tuggeranong respectively.

A social media video produced by ACT Policing was also leveraged to promote the initiative and encourage the ACT community to attend stalls. Australian Defence Force General David Hurley Tweeted a photo about his involvement in the video shoot, which was re-tweeted by @CPOACT and @WhiteRibbonAust prior to the Men in Uniform stalls. The ACT Chief Police Officer (@CPOACT) sent a tweet about the Men in Uniform stalls on the day.

Groups/individuals consulted

Canberra community (general).

Approximate number consulted

Undetermined (no formal count).

Outcome

The collaboration of AFP, Defence and Emergency Services members raised a record $30 443 for the White Ribbon Foundation at the Men in Uniform stalls, $10 000 more than in 2011.

ACT Policing spent $9100 on the campaign resulting in a net return of $2 for each dollar spent.

Our objective to reach 200 oaths was exceeded by 684, with a total of 884 oaths sworn in total.

Although not directly linked to the campaign, statistics show a 24% decrease over the past three years in the number of family violence incidents attended by police in the ACT. These results are a positive sign the messages of the White Ribbon Day campaign are getting through, community is less tolerant of this type of crime and people are becoming more confident in reporting family violence to police.

Our Men in Uniform stall at Bunnings Fyshwick.

Consultation 4

Line area

Crime Prevention, General Duties, and Media and Public Engagement, Specialist Response Group.

Project

Skyfire 2013.

Consultation process

Skyfire 2013 was held on Saturday, 16 March 2013. 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 2013 included sponsorship and a social media campaign supported by traditional media, and community engagement that included on-the-ground activity and partnership with non-for-profit youth volunteer group Red Frogs.

Operationally, ACT Policing deployed covert plain-clothed officers to (rove the event and target underage drinkers), Specialist Response Group officers, bike patrols, water police, general duties officer and dedicated youth reception areas to supervise intoxicated youths. The operation included a highly visible presence in the surrounding area and patrols of nearby nightspots after the event.

Our efforts had a strong focus on targeting under-age drinking and alcohol-related offences in the lead up to the event. Parents were also advised to be aware of where their teenagers were on the night of Skyfire.

Furthermore, by aligning with other ambassadors who have built rapport and a considerable fan-base with our target market, ACT Policing was able to communicate more effectively with youths and achieve greater credibility to deliver key messages.

Celebrity artists Samantha Jade and The Collective – who were lead performers on the night at Skyfire – were briefed on the campaign and promoted the message “not to take their chances” and how to have a good night without alcohol. The Collective were also engaged in having photos in campaign-branded over-sized photo frames that roved the event and promoted via Twitter.

Groups/individuals consulted

Families and young people, Red Frogs.

Approximate number consulted

Approximately 150 000 people attended Skyfire 2013.

Outcome

Of the 150 000 attendance, just three teenagers were taken into custody on the night for underage drinking: a 75% reduction from the previous year and a 90% reduction since the initial sponsorship began. In addition, zero alcohol-related offences were recorded during the event and there were no reports violence or related incidents.

CONSULTATION 5

Line area

Crime Prevention.

Project

Combating the adverse effects of alcohol.

Consultation process

The Alcohol Crime Targeting Team (ACTT) attended many of the festivals, concerts and exhibitions that have been held in the Canberra region, including Oktoberfest at the Exhibition Park in Canberra (EPIC), Melbourne Cup Race Day at Thoroughbred Park, Foreshore Music Festival at Reconciliation Park and the Elton John Concert at the Canberra Stadium. In addition, the ACTT were involved in Operation UNITE in December 2012 – a weekend of action specifically directed at reducing alcohol-related crime – which is conducted by all police jurisdictions in Australia and New Zealand. The ACTT were active in the Canberra CBD during the new year’s eve celebrations to encourage responsible alcohol service and consumption, and again at the Australia Day Live concert

At the start of 2013 the team attended a range of events where alcohol was available for consumption either at or after the events, including the Australian National University O-Week events, which attracts a large number of young people and provides an opportunity for the team to engage with them to promote responsible drinking habits. The same opportunity was available at the annual Skyfire event at Lake Burley Griffin, which is one of the very few all-age events in the ACT where the consumption of alcohol is permitted. As the crowds at the Skyfire events consist of teenagers, young adults and family groups, the ACTT were able to engage with a good cross-section of the community and promote the crime prevention messaging around young people and under-age drinking.

During February, March and April 2013 the ACTT attended events such as the Multicultural Festival, St Patrick’s Day celebrations, Anzac Day commemorations and Groovin’ the Moo music festival at the University of Canberra. At each of the events, the team engage with members of the community to reinforce the message of responsible alcohol consumption and to target under-age drinking and enforcement of other related offences under the Liquor Act 2010.

Groups/individuals consulted

Young people, party goers, revellers.

Approximate number consulted

Undetermined (no formal count).

Outcome

The ACTT work closely with the City Beats teams in the CBD during peak entertainment times and addresses negative patron behaviour by utilising “move on” powers and Criminal Infringement Notices (CINs) as enforcement measures, engage with licensees and business operators to encourage Liquor Act compliance and build enduring relationships with business stakeholders to reinforce responsible service of alcohol.

To the left, ACT Policing’s display wins the Indoor Grand Champion award at the 2013 ActewAGL Royal Canberra Show

CONSULTATION 6

Line area

Media and Public Engagement, Crime Prevention, AFP Forensics.

Project

2013 ActewAGL Royal Canberra Show.

Consultation process (tools used)

Thousands of Canberrans visited the ACT Policing display at the ActewAGL Royal Canberra Show, held from Friday, 22 to Sunday, 24 February 2013.

The Media and Public Engagement and Crime Prevention teams showcased an interactive home safety display, in line with the ACT Government’s Property Crime Reduction Strategy, and in partnership with Neighbourhood Watch.

With assistance from AFP Forensics, the home display also included a mock crime scene where members of the community could dress in forensics gear and investigate who broke into the house, what was missing, how it occurred, and most importantly what could have been done to prevent it.

The purpose of the stall was to educate the ACT community and visitors to the show on how to secure their homes to prevent a break-in.

To celebrate the centenary of policing in Canberra, a “Then and Now” display compared how technology, transport and uniforms have changed from past to present.

The display featured a 1970s police motorcycle and the first breath testing apparatus, which was introduced to the force in 1982.

The museum exhibition also included a women’s police uniform from 1968, when women were required to carry their guns and handcuffs in handbags.

As always, Constable Kenny Koala was popular with the kids and his new 21st century look was officially revealed to the public following a pre-event media “teaser” campaign. Deputy Chief Police Officer Charmaine Quade officially launched the reinvigorated brand at the show.

Kenny’s “Blue Gum Lane Kid’s Corner” allowed kids to learn about safety and play with Constable Kenny’s new website (constablekenny.org.au).

Show attendees were also able to see how Constable Kenny has changed over the past 30 years, with a showcase of old puppets and props.

Groups/individuals consulted

Members of the public, especially the Canberra community, families and children.

Approximate number consulted

More than 100 000 people attended the show over the course of the three days.

Outcome

The ACT Policing display was a very popular section of the Leisure and Lifestyle Centre and won the Indoor Grand Champion award.

The show united members from ACT Policing, the broader AFP and volunteers with thousands of children and adults drawn to the historical, new-age Constable Kenny and mock “crime scene investigation” interactive displays.

Feedback from members of the public, particularly via social media, was very positive and participation in all activities was high.

CONSULTATION 7

Line area

Media and Public Engagement, Crime Prevention, Traffic Operations, ACT Policing Operations, Specialist Response Group.

Project

2013 National Multicultural Festival.

Consultation process

A record-breaking crowd of 268 000 people attended the National Multicultural Festival in February, where diverse cultures came together and celebrated, and where ACT Policing won “best overall display”.

A long-term sponsor of the festival, ACT Policing was once again on show to encourage dialogue between members and Canberra’s multicultural community, and to strengthen the relationship with a community who at times are uncomfortable in the presence of law enforcement officers.

The primary aim of the 2013 event was to increase awareness of emergency numbers and to encourage the multicultural community to consider a career with the AFP.

In 2012 market research conducted by ACT Policing showed that seven out of 10 people in the ACT did not recognise the 131 444 police assistance line, which has been in place for 10 years in the ACT and longer nationally. There was also confusion around who to call in an emergency, and for what reasons.

Members of the community were given handy pocket guides with emergency contact number information, which included Triple Zero (000), Police Assistance (131 444), Crime Stoppers (1800 333 000), Translating and Interpreting Service and the National Security Hotline.

National and ACT Policing Human Resources attended to promote the AFP’s annual recruitment drive, Anything but Everyday, to encourage those considering a career in policing to join.

Police presence was complemented by members of Media and Public Engagement (who event-managed the stall), Constable Kenny Koala, Traffic Operations, members from the Specialist Response Group, Police Operations and Crime Stoppers.

Groups/individuals consulted

The ACT and Canberra’s multicultural community.

Approximate number consulted

More than 268 000 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.

This year ACT Policing’s stall won “best overall display” for the first time out of 420 stalls

CONSULTATION 8

Line area

Crime Prevention,

Project

Canberra Retirement and Lifestyle Expo 2013.

Consultation process

On Monday, 18 March members from Crime Prevention attended the Chief Minister’s breakfast to mark the official start of ACT Seniors Week.

The breakfast was attended by a large cross-section of the community involved in various areas of aged care. The breakfast was attended by ACT Minister for Ageing, Shane Rattenbury, and other members of the Legislative Assembly.

Crime Prevention members also took part in the Seniors Day Expo at Exhibition Park. The event featured more than 100 government and non-government organisations providing information and advice. It provided ACT Policing the opportunity to engage with and promote crime prevention information to retired, or soon to be retired, members of the community — a target audience not otherwise reached on such a large scale.

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 2013 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

National Youth Week 2013.

Consultation process

National Youth Week (5–14 April) is an annual, weeklong celebration of young people (aged 12–25) throughout Australia. Events are planned to celebrate and recognise the contribution of young people.

The Youth Liaison Team (YLT) attended and held a stall at the Youth Coalition of the ACT Festival in Garema Place as part of National Youth Week on Friday, 5 April. The purpose of the stall was to directly engage with young people and provide them with information about ACT Policing.

The YLT also attended two schools and set up stalls at their Youth Expos. The stalls provided students with information on ACT Policing and the work of the Youth Team with young people.

Groups/individuals consulted

The team engaged with youths and adults from a broad range of ages, culturally diverse and educational backgrounds.

Approximate number consulted

Approximately 4000 people attended these expos, with some 700 directly engaged with by members of the team.

Outcome

National Youth Week was an excellent opportunity for the YLT to engage with the youth of Canberra and a chance to disseminate information about how police can help young people and the services that young people can access with ACT Policing assistance.

CONSULTATION 10

Line area

Crime Prevention.

Project

School Presentations on Drugs and Alcohol.

Consultation process

The YLT consulted with 20 groups during the reporting period at the following high schools:

• St. Mary MacKillop College

• Copeland College

• St. Francis Xavier

• Amaroo School

• Campbell High School

• Latham High School

• Marymead Play Group

• Gilmore Primary School

• Calwell High School

• Caroline Chisholm High School

• Kaleen High School

• Marist College.

Groups/individuals consulted

Students at primary and secondary schools, ranging in ages from 5 to 17 years old. The majority of the presentations were delivered to teens between 14 and 16 years old.

Approximate number consulted

This presentation reached approximately 3000 students

Outcome

The students at the presentations were attentive and interested in the information being delivered.

The YLT received positive feedback from teachers and students, and several schools asked to arrange for repeat presentations.

CONSULTATION 11

Line area

Crime Prevention.

Project

ACT school formal season school engagement.

Consultation process

Every year the majority of Canberra's high schools and colleges hold a formal event to farewell their year 10 and year 12 students, and these celebrations can attract underage drinkers. The YLT, in partnership with Traffic members, scheduled their shifts to patrol the various formal venues and engage with school and venue staff over a four-week period.

Groups/individuals consulted

Approximately 50 schools.

Approximate number consulted

Approximately 50–100 school/venue representatives.

Outcome

No incidences or alcohol diversions were recorded during the end of year formal period.

CONSULTATION 12

Line area

Crime Prevention.

Project

Information session surrounding MHCPI to psychology students at St Clare’s College, ACT.

Consultation process

During May 2013 the Team Leader and the seconded psychologist of the MHCPI presented to psychology students at St Clare’s College as part of the college’s psychology Open Day.

The team informed the students about the development of the initiative and the direction that police are taking in relation to effective engagement with mental health consumers. The students were given a background to the signs and symptoms of mental illness, in particular around the issue of youth suicide.

Groups/individuals consulted

Psychology students and teachers from St Clare’s College.

Approximate number consulted

Approximately 30 students and two teachers.

Outcome

The event provided an opportunity to engage youth around mental health issues in a jurisdiction with a relatively high number of juveniles that present to both police and ACT Mental Health. The team was well received by both the students and teachers and were asked to return on future information days.

CONSULTATION 13

Line area

Crime Prevention.

Project

Assistance with recovery - mental health consumers managed by Mental Illness Education ACT (MIEACT).

Consultation process

A session/workshop designed around recovery of mental health consumers in the ACT community. The session is part of the MHCPI four-day training program where two volunteer mental health consumers relay their stories about the impact of mental illness has had on their lives.

Groups/individuals consulted

The MHCPI meet regularly with the volunteer consumers both before and after the workshop session and between the four-day programs.

Regular feedback is required to ensure the MHCPI are meeting the requirements of the volunteers with regards to their recovery process.

Approximate number consulted

A pool of approximately 20 volunteers and some of their carers and MIEACT staff.

Outcome

The volunteers see the sessions as an integral part of their recovery process and look forward to the opportunity to be able to discuss their history, which may have involved some contact with police, and their future with the program.

CONSULTATION 14

Line area

Crime Prevention.

Project

Community Helping Aboriginal Australians to Negotiate Choices leading to Employment and Success Program (CHANCES Program).

Consultation process

This program targets Aboriginal and Torres Strait Islander people who are assessed to be at risk of homelessness, re-offending or facing long-term unemployment. The participants may already have had some experience with the criminal justice system, while others may be under the care of the Office for Children Youth and Family Support (OCYFS).

The program also involves and supports the participants’ immediate families through a dedicated homework club and childcare service at the training facility.

This program incorporates:

• nationally recognised training – a full Certificate I in Work Preparation (Community Services) plus four units from Certificate I in Business

• a period of work experience within the community or private business sector or the ACT/Commonwealth 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 Indigenous people who are assessed as being particularly disadvantaged in the areas of health, education, training and employment, and who continue to experience social and economic disadvantage.

Skills gained from this training will enable the participants to have the capability to seek casual, part-time and full-time employment opportunities or become involved in voluntary service within the wide scope of the community services industry.

Groups/individuals consulted

Aboriginal and Torres Strait Islander communities.

Approximate number consulted

During the reporting period 50 people enrolled in the program.

Outcome

During the reporting period 38 people graduated from the program.

CHANCES Program

Enrolments Graduates

14 February to 24 May 2012

19

12

17 July to 25 October 2012

15

13

26 February to 11 June 2013

16

13

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 Canberra Centenary Day, the Australia Day Live concert, Summernats, Celebrate in the Park, and the Melbourne Cup.

Constable Kenny Koala

Leading Constable Kenny Koala attended a number of community events and visited 2816 classrooms, speaking with 22 652 students during this reporting period. He also attended 57 public events.

Our Constable Kenny Koala Program continued to educate school-aged children on five main safety themes:

• Stay OK on the road

• Stay OK on the computer

• Stay OK in the community

• Stay OK at school

• Stay OK for life.

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.

During this reporting period, the new look Constable Kenny was launched at the ActewAGL Royal Canberra Show.

The new look Constable Kenny Koala program involved a new puppet, a newly branded website and merchandise. The brand revitalisation of Constable Kenny Koala has enabled Constable Kenny Koala (and ACT Policing) to grow and sustain brand equity in a highly competitive marketplace.

The new branding has helped the Constable Kenny Koala program position itself as best practice and set a fresh agenda in children’s safety education. Constable Kenny Koala was also approached to champion and be a key spokesperson for Avanti Ride Safe to School Day and National Walk Safely to School Day this year.

Suburban Policing Strategy

The Suburban Policing Strategy (SPS) is an intelligence-led strategy where issues relating to crime and safety are actively sought out and addressed. This year it went back to the fundamentals of community policing, focusing efforts on the accessibility and engagement elements of patrol members.

In November 2011 a working group met to conduct a preliminary assessment of the effectiveness of the SPS in its format, and if changes were needed to contemporise the future direction of community policing. The review identified that only minor changes were required to redefine the purpose of the SPS, with the focus being “to engage with the community on real and perceived issues of crime and safety to reduce and prevent the impact of crime”.

Outside of Crime Prevention, and now overseen by the Deputy Chief Police Officer – Response, the intelligence-led approach sees members now record against real “accessibility” and “engagement” efforts, with the removal of “visibility”. The reviewed SPS began in March with a renewed focus on engagement with business owners and community interest groups.

As a result of the changes in the way SPS-activities were recorded, in the reporting period we undertook 13 839 SPS-related activities, which was a reduction from the previous year. The breakdown includes 64 per cent high visibility jobs (proactive vehicle patrols, operating until March), 30 per cent accessibility jobs (beat/foot/bicycle patrols) and 6 per cent engagement jobs such as speaking with school principals or business owners about specific areas’ issues.

In the coming years there will be a further reduction of SPS activities as a direct result of removing the “visibility” component. The proposed changes to the delivery of the SPS will be measured over the medium- to long-term against KPIs as defined in the annual Purchase Agreement (See Appendix 2).

First Constable Holly Hawke Belconnen Patrol

Starting out in General Duties, and with experience in Crime Targeting and Policy, First Constable Holly Hawke has enjoyed all roles she has undertaken in ACT Policing.

After completing a degree in psychology, majoring in criminology Holly knew a career in ACT Policing would satisfy her interests in law enforcement.

Now working on Special Projects at Belconnen Police Station, Holly relishes in having time to sit down and mentor the junior members.

“What I most enjoy is helping out other members, just starting out in their careers, to make their jobs easier. Whether it be helping them write warrants or carrying out interviews and taking statements on their behalf. That is what brings job satisfaction to me!”

“Joining the AFP was always my goal. Diversity is what makes the role a challenge.”

B.2: Internal and external security

ACT Policing is the community-policing arm of the AFP and as such the delivery of policing services is provided by the AFP, within the bounds of the Australian Federal Police Act 1979. ACT Policing is privy to both ACT and Commonwealth scrutiny matters.

The following data was recorded by ACT Policing during this reporting period.

Significant development 1

Name of agency

Commonwealth Ombudsman

Nature of inquiry/report title

Rollout of Tasers to ACT Policing General Duties Sergeants: October 2012

Recommendations/outcome of inquiry

The Ombudsman’s report found that, overall, the Use of Force (UoF) reports viewed were comprehensive. In the majority of cases where it was relevant, detail was provided about whether or not the ACT Policing members employed negotiation or de-escalation techniques. In a number of cases, details were also provided about what other UoF options were considered. The Ombudsman’s report encouraged ACT Policing to include this information as a matter of course in future reports.

Response to the outcome of inquiry

The former Chief Police Officer expressed support for the publication of the report.

Significant development 2

Name of agency

Commonwealth Ombudsman

Nature of inquiry/report title

Annual report on the Commonwealth Ombudsman’s activities under Part V of the Australian Federal Police Act 1979

ACT Policing as a portfolio of the broader AFP was a focus of this enquiry.

Recommendations/outcome of inquiry

The report provided six recommendations for the AFP, which were directed at improving the timeliness of complaint handling, communication with complaints, quality of investigation, record keeping and training:

Recommendation 1 AFP Professional Reporting and Standards (PRS) should consider establishing a separate team to finalise new complaints received within the benchmark period and have other team members concentrate on finalising older complaints as soon as possible. This may allow new complaints to be finalised quickly while work continues on the older complaints.

Recommendation 2 The AFP should introduce guidelines for when and how contact is made with complainants during an investigation.

Recommendation 3 The Manager of Professional Standards should ensure that all AFP staff understand the importance of ensuring conflicts of interest, or potential or perceived conflicts of interest, in the investigation of complaints are properly identified and managed. This is particularly important for Complaints Management Team (CMT) staff.

Recommendation 4 CMT and PRS should, in evaluating the conduct of complaint investigations – in particular those about excessive use of force – consider whether all potential witnesses and sources of evidence were identified during the investigation and whether these witnesses should be contacted and interviewed or that evidence be obtained. If relevant persons are not interviewed or evidence obtained, the reasons should be documented in the investigation report.

Recommendation 5 PRS should consider including a new field in Complaint Recording and Management System (CRAMS)/PROMIS to indicate the date that the notification letter is sent to the complainant.

Recommendation 6 PRS should conduct a review of systemic issues noted in complaint handling for the past 12 months as a basis to provide specialised training to PRS and CMT staff to assist with their complaint handling methods and practices.

Response to the outcome of inquiry

AFP provided the following responses to each recommendation:

Recommendation 1: Accepted This recommendation has been implemented. Investigators have been tasked on a flexible basis to reduce the backlog whilst balancing efforts on more recent work. This flexible allocation of resources will continue so the focus remains on priority matters.

Recommendation 2: Accepted This is current practice for category 1, 2 and 3 complaints and corruption matters.

Recommendation 3: Accepted The importance of managing conflicts of interest in terms of complaint investigations is current practice and is the subject of constant review, education and improvement.

Recommendation 4: Noted The AFP did not agree it is necessary to interview every witness to an incident where a complaint arises; however it was agreed that an appropriate sample of witnesses should be spoken to. PRS would continue to stress the importance of documenting all decision-making in case note entries in either CRAMS or PRS PROMIS.

Recommendation 5: Agreed in principle Agreed in principle; however, it was noted that any amendments to PRS PROMIS and CRAMS are expensive and highly technical. This recommendation will be implemented as an ongoing project to improve ICT platforms.

Recommendation 6: Noted  A record of recommendations from Ombudsman’s review is kept by PRS. The Complaints Coordination Team and relevant CMTs are advised of recommendations from s12 notifications.

Significant development 3

Name of agency

Commonwealth Ombudsman

Nature of inquiry/report title

Inspection of records held by ACT Policing pursuant to the Crimes (Surveillance Devices) Act 2010 (ACT).

Response to the outcome of inquiry

The final report is yet to be provided to ACT Policing.

Approximate number consulted

The final report is yet to be provided to ACT Policing.

Significant development 4

Name of agency

Commonwealth 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

The final report is yet to be provided to ACT Policing.

Response to the outcome of inquiry

The final report is yet to be provided to ACT Policing.

Significant development 5

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 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 examined whether:

• the policing service specified in the Policing Arrangement and the Purchase Agreement are being delivered

• 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

Recommendation 1 The ANAO recommends that the AFP take appropriate steps to:

• (a) document the approach taken in arriving at the price for the provision of policing services in the Purchase Agreement

• (b) agree the cost base for enabling services with the ACT Government.

Recommendation 2 The ANAO recommends that the AFP liaise with the Directorate of Justice and Community Safety and the ACT Ombudsman with a view to agreeing an appropriate method of reporting complaints against police.

Response to the outcome of inquiry

AFP provided the following responses to each recommendation:

Recommendation 1: Accepted The AFP will look to document the approach taken in arriving at the price of the provision of policing services in the next annual Purchase Agreement. The AFP will review the cost of enabling services over the next 12 months using the AFP’s Cost Attribution Model (CAM) and will seek agreement with the ACT Government of a revised cost base for these services.

Recommendation 2: Accepted The AFP currently provides detailed information on all complaints against police to the Minister each quarter. The AFP will liaise with JaCS and the ACT Ombudsman to look at how this reporting could be supplemented to address any concerns either party has with the current arrangements.

B.3: Legislative Assembly Committee inquiries and reports

During the reporting period one inquiry was completed by Legislative Assembly Committees relating to the operations of ACT Policing

Inquiry 1

Report number

Standing Committee on Justice and Community Safety - Report 1

Title

Annual and Financial Reports 2011–2012

Date presented

6 May 2013

Recommendation

Recommendation 1 7.15 The Committee recommends that the ACT Government consider arranging matters so that independent statutory authorities with primarily responsibility for rights in the ACT would be grouped together in one secretariat or administrative unit.

Recommendation 2 7.24 The Committee recommends that the ACT Government endorse the Director of Public Prosecutions recommendations regarding the pre-trial exchange of materials and witness lists between prosecution and defence.

Recommendation 3 7.25 The Committee recommends that the ACT Government takes immediate steps to address the ongoing concerns raised by witnesses about a backlog, to ensure timely outcomes from the justice system in the ACT.

Response

The ACT Government has not yet submitted a response to this inquiry.

Departmental implementation

None of the recommendations directly impact ACT Policing.

B.4: Legislative report

We are an Australian Government agency so we do not generally administer ACT legislation. However, we routinely provide significant input to ACT legislative reforms, the implementation of which directly impacts on its core business of providing law enforcement and community safety in the ACT. ACT Policing does however, as an exception to the rule, administer the Magistrates Court (Smoking in Cars with Children Infringement Notices) Regulation 2011.

ACT Policing provides input either in response to amendments proposed through ACT Government legislative programs, or in instigating change as the result of operationally identified issues. The 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.

During this reporting period, we provided comment and recommendations in relation to reforms or amendments to a range of legislation key to its core business operations, including the:

• Coroners Act 1997

• Crimes (Forensic Procedures) Act 2000

• Crimes (Sentencing) Act 2005

• Criminal Code 2002

• Human Rights Act 2004

• Legislation Act 2001

• Magistrates Court Act 1930

• Mental Health (Treatment and Care) Act 1994

• Privacy Act 1988 (Cwth)

• Residential Tenancies Act 1997

• Road Transport (Alcohol and Drugs) Act 1977

• Road Transport (Driver Licensing) Act 1999

• Road Transport (Driver Licensing) Regulation 2000

• Road Transport (General) Act 1999

• Road Transport (General) Regulation 2000

• Road Transport (Offences) Regulation 2005

• Road Transport (Safety and Traffic Management) Act 1999

• Road Transport (Vehicle Registration) Act 1997

• Victims of Crime (Financial Assistance) Act 1983.

ACT Policing has also provided, and continues to provide, input into ACT Government strategies, including the:

• Blueprint for Youth Justice in the ACT 2012–22

• Property Crime Reduction Strategy 2012–15

• ACT Aboriginal and Torres Strait Islander Justice Agreement.

Additionally, we contributed to a number of Commonwealth-related initiatives. While not specific to ACT law, there is potential for these reforms to impact on core business. They included:

• Directions in Policing Australia New Zealand 2012–15 (Australia New Zealand Police Advisory Agency)

• Australian and New Zealand Pursuit Principles (Australia New Zealand Police Advisory Agency)

• Australian and New Zealand Use of force principles (Australia New Zealand Police Advisory Agency)

• Australian and New Zealand Policing Strategy to Reduce the Physical and Sexual Abuse of Children (Australia New Zealand Police Advisory Agency)

• Drug and Alcohol Strategy 2012–15 (Australia New Zealand Police Advisory Agency)

• National response to organised crime (Standing Council on Police and Emergency Management)

• National response to new psychoactive substances (Standing Council on Police and Emergency Management)

• National response to firearm crime (Standing Council on Police and Emergency Management)

• Liquor Licensing Legislation in Australia Report (Ministerial Council on Drug Strategy)

• Early Intervention Pilot Program.

Furthermore, we contributed to a number of national strategies, including the:

• Australian Identity Crime Policing Strategy 2011–14

• National plan to combat cybercrime

• National Alcohol Strategy 2013–18

Detective Sergeant Bill EvansJudicial Operations

Judicial Operations makes a significant contribution to ACT Policing by improving the quality of evidence put before Court, and by providing advice and training to members.

For Detective Sergeant Bill Evans, working in ACT Policing provides a different challenge every day. Bill works as a conduit between ACT Policing members, the Director of Public Prosecutions and the Courts. He seeks advice on where ACT Policing can improve the quality of briefs of evidence, reviews failed prosecutions and provides advice to members on legislation.

“I enjoy providing advice on legislation and Court procedures to my ACT Policing colleagues.

“I joined ACT Policing 26 years ago and still no two days are the same.”

SECTION CLegislative 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 Reduction Policies and Programs

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 Notices of Non–Compliance

C.27 Property Reduction Strategy

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 to risk management (AS/NZS/ISO 31000:2009). We also conform to 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 in meeting its 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 usual management reporting and review processes.

ACT Policing maintains a risk register which is aligned with the 2012–13 Purchase Agreement (see Appendix 2) and the 2012–13 Ministerial Direction (see Appendix 3). The register itemises the risks impacting on our capabilities, strategic focus areas as well as 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.

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 for the ACT attended three 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 to contribute at 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.

More information on AFP internal audit arrangements can be found in the AFP Annual Report.

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 appointees.

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 appointees 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 Australian Government’s plans to introduce a 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 Australian Federal Police 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 done 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 2011–13. 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 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.

The AFP Fraud Control and Anti-Corruption Plan 2011–13 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 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

The Public Interest Disclosure Act 1994 does not apply to ACT Policing because we are a Commonwealth agency. Our public interest disclosure obligations are managed in line with the provisions of the Australian Federal Police Act 1979 and 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

• Australian Federal Police policies.

While AFP Professional Reporting and Standards (PRS) – a dedicated function of the AFP – is the primary mechanism for maintaining integrity and professional standards in the AFP, 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 1979 deal with the categorisation of such issues, as described in Table C.3.1.

Category

Description

Category 1

Category 1 conduct is inappropriate conduct that:

i. relates to minor management matters or customer service matters

ii. reveals a need for improvement in the performance of the AFP appointee concerned

iii. does not warrant being treated as category 2 or 3 conduct.

Category 2

Category 2 conduct is:

i. minor misconduct by an AFP appointee

ii. inappropriate conduct that reveals unsatisfactory behaviour by an AFP appointee

iii. conduct that would otherwise be category 1 conduct

iv. conduct that warrants, because of its repeated nature, being treated as category 2 conduct

v. conduct that does not warrant being treated as category 3 conduct.

Category 3

Category 3 conduct is:

i. serious misconduct by an AFP appointee

ii. conduct that raises the question of whether termination action should be taken in relation to an AFP appointee

iii. conduct that involves a breach of the criminal law, or serious neglect of duty, by an AFP appointee

iv. 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:

i. has, or may have, engaged in corrupt conduct

ii. is, or may be, engaging in corrupt conduct

iii. 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 investigate 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 in 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. The AFP Code of Conduct requires that an AFP appointee:

• must act with due care and diligence in the course of AFP duties

• must act with honesty and propriety in the course of AFP duties

• must act with fairness, reasonableness, courtesy and respect, and without discrimination or harassment,in the course of AFP duties

• must, at all times, comply with all applicable Australian laws

• must comply with any lawful direction given by a person who has the authority to give such direction

• 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

• must 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

• must use and manage Commonwealth resources in a proper manner

• must at all times behave in a way that upholds the good order and discipline of the AFP

• must at all times behave in a way that upholds the AFP core values, and the integrity and good reputation of the AFP

• must at all times while deployed overseas behave in a way that upholds the good reputation of Australia.

Professional standards investigations

The PRS team is primarily based at AFP headquarters in Canberra and provide investigative services to ACT Policing.

Within the professional standards tiered model, PRS investigate category 3 conduct matters and, in consultation with other agencies, may investigate some corruption matters in support of the ACLEI. Appointees outside of the PRS may also be called upon 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 category 4 (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.

The 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, that person can make a complaint/appeal 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 organisation.

Reporting of ACT Policing complaint matters

ACT Policing provide 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 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 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 (Freedom of Information) team falls within the Policy & Governance function of the AFP and is responsible for managing and coordinating requests under the Act. The team is also responsible for:

• assisting 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 either:

1. cause real harm from an operational or policy perspective, and/or

2. attract media attention or have political implications.

The Freedom of Information Act 1982 contains 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.

Information Publication Scheme

The Freedom of Information Amendment (Reform) Act 2010 places a responsibility upon all Commonwealth agencies to adopt and maintain an Information Publication Scheme (IPS). The scheme places an obligation on agencies to proactively publish certain categories of information. Details of the information categories are outlined in ss. 8(2) of the Act.

The reforms recognise there will always be information such as information contrary to public interest or documents containing operationally sensitive information that should not be disclosed. These remain properly exempt under the Act.

The AFP has published information that must be disclosed under the IPS on its external website – afp.gov.au.

Each quarter we publish 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 the CrimeStatistics was freedom of information and the IPS.

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.

C.5: Internal accountability

The ACT Policing Executive comprises the Chief Police Officer for the ACT (Assistant Commissioner Roman Quaedvlieg until May 2013, Assistant Commissioner Rudi Lammers from July 2013), Deputy Chief Police Officer – Crime (Commander David Pryce), Deputy Chief Police Officer – Response (Commander Charmaine Quade) and the Director Corporate Services (Mr Chris Hayward). See Figure C.5.1 for ACT Policing’s organisational structure.

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).

Throughout the reporting period, members of the executive have fulfilled the following duties:

• Commander David Pryce, Deputy Chief Police Officer – Crime: the management of Criminal Investigations, ACT Policing Intelligence and Crime Prevention, Judicial Operations and Specialist Response Group

• Commander David McLean (until December 2012), Commander Charmaine Quade (from January 2013), 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

• Ms Judith Kendrick (until January 2013), Mr Chris Hayward (from January 2013), Director Corporate Services: the management of the portfolios that deliver enabling services to support frontline policing services to the ACT community which include Policy, Performance and Planning; Finance and Logistics; Human Resources; and Media and Public Engagement.A number of committees exist to ensure a professional approach to internal accountability. These committees address governance, performance, conduct of members and – importantly, for a quality police service – integrity.

Senior management committees

A revised ACT Policing 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.

Committee

Role

Membership

Executive Committee

• reviews and guides ACT Policing’s strategic direction, including oversight of the Five-Year Strategic Plan, Fraud Control Plan, 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 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 develops strategies for our organisation to deliver on business requirements

• oversights the Operations Committee and provides direction for activities that complement the strategic direction of our organisation.

Frequency: Fortnightly

All superintendents and coordinators

Deputy Chief Police Officers and Director Corporate Services

Operations Committee

• prepares submissions on critical issues to be addressed by our organisation

• 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 to and from the Executive Steering Committee.

Frequency: Fortnightly

All police station Officers-in-Charge

Functional Operations Managers

Chaired by Superintendent from ESC

Complaint Management Team

• manages complaints involving members

• determines category for complaint (see Table C.5.2)

• assigns investigators and manages timeliness of the investigations

• determines findings, applies outcomes and finalises matters

• subjects to quality assurance reviews by AFP Professional Standards.

Frequency: As required, fortnightly updates at 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; those which cannot be resolved at a local level

• facilitates regular health and safety inspections within each designated work group

• oversights compliance with the Work Health and Safety Act 2011 in each designated work group.

Frequency: Quarterly

Federal Police Association (AFPA) representative, Executive representative, Health and Safety representatives (staff representatives)

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: Quarterly

Deputy Chief Police Officers, Director Corporate Services, all superintendents and coordinators,

Training Officer

Workforce Management Committee

• ensures a coordinated and consultative approach to management of ACT Policing human resources.

Frequency: Fortnightly

Director Corporate Services,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 Operations and Traffic, Superintendent South District, Superintendent Judicial Operations

Representatives from Learning and Development (AFP Chief Driving Instructor) 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 in ACT Policing

• 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, and responds to direction from, Professional Reporting Standards and the Operational Safety Committee

• reports quarterly to Deputy Chief Police Officer — Response 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.

Superintendent North District

Officers-in-Charge from North and South districts, Ministerial and Operational Support, and AFP Learning and Development (Operational Safety Trainer)

Other members co-opted as required

Figure C.5.1: ACT Policing organisational structure as of 1 July, 2013

Complaint Management Team

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

• investigation of more serious matters by the Professional Reporting Standards (PRS)

• investigation of corruption by either the PRS and/or the Australian Commission for Law Enforcement Integrity (ACLEI)

• referral and management of complaints using a web-based IT application, the Complaint Recording and Management System (CRAMS), which is accessible to all AFP appointees via the AFP Hub.

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 administer the CRAMS system and conduct 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 category 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 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 regard to a complaint about the conduct or practices of an AFP employee under s. 40TF of the Australian Federal Police Act 1979. Some examples of where this may occur include when:

• 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.

Category 1

Category 1 conduct is inappropriate conduct that:

i. relates to minor management matters or customer service matters

ii. reveals a need for improvement in the performance of the AFP appointee concerned

iii. does not warrant being treated as category 2 or 3 conduct.

Category 1 includes matters that were incorrectly recorded as complaints.

Category 2

Category 2 conduct is:

i. minor misconduct by an AFP appointee

ii. inappropriate conduct that reveals unsatisfactory behaviour by an AFP appointee

iii. conduct that would otherwise be category 1 conduct

iv. conduct that warrants, because of its repeated nature, being treated as category 2 conduct

v. conduct 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:

i. serious misconduct by an AFP appointee

ii. conduct that raises the question of whether termination action should be taken in relation to an AFP appointee

iii. conduct that involves a breach of the criminal law, or serious neglect of duty, by an AFP appointee

iv. conduct that does not raise a corruption issue.

AFP Professional Standards investigates category 3 complaints.

Category 4

Category 4 conduct relates to corruption issues. A corruption issue relates to a current or former staff member who:

i. has, or may have, engaged in corrupt conduct

ii. is, or may be, engaging in corrupt conduct

iii. will, or may at any time in the future, engage in corrupt conduct.

The Australian Commission for Law Enforcement Integrity investigates category 4 complaints.

Submitted complaints

In 2012–13, 229 complaints were submitted against ACT Policing members. The same number of complaints were received in the previous financial year. For the 2012–13 financial year, 419 conduct issues were coded in relation to the complaints. This is an increase from the 2011–12 financial year in which 392 conduct issues were coded.

 Table C.5.3: Submitted complaints 2012–13

2012–13

Issues *

Category 1

50

100

Category 2

93

164

Category 3

85

154

Category 4

1

1

Total

229

419

* Within each submitted complaint there may be one or more complaints made, involving more than one member.

Source: AFP Annual Complaint Report 2012–13

Finalised complaints

There were 288 complaints with 600 complaint codings finalised during the 2012–13 financial year. Of these 600 codings, 109 were found to be ‘Established’.

Drug and alcohol testing

The AFP is committed to safe working practices, which include all members being 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 appointee 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 conducted shortly before, as part of the selection process or immediately after, starting employment with the AFP, as a condition of employment.

• Alcohol Testing – a test of a body sample of a person to determine the blood alcohol content, if any. In the case of body samples provided being breath samples, the breath test will be carried out by an Authorised Person, using approved breath testing equipment.

Confidant Network

The Confidant Network is made up of volunteer, trained AFP appointees who provide information, options and support to other appointees who may be dealing with inappropriate or unethical behaviour in the workplace.

There are more than 170 confidants located throughout Australia, including 17 active confidants within ACT Policing, and overseas, who are able to assist members in a confidential environment.

The Team Leader Confidant Network oversees the Confidant Network and the Confidant Network Coordination Team in providing oversight and support to all confidants and clients. Operational reporting and accountability is to the National Manager Human Resources.

Statistical data is provided on a quarterly and as-required basis to National Manager Human Resources for distribution as deemed appropriate. The Team Leader Confidant Network Coordination Team is available to the Chief Police Officer for the ACT, and other AFP Executive in monitoring or responding to AFP workplace matters.

During the reporting period, the Confidant Network received 163 referrals; of these, seven were attributed to ACT Policing.

Referrals to the Confidant Network were resolved through (or by): AFP Wellbeing Services; Australian Federal Police Association (AFPA); the client (referring appointee); the Confidant Network (Manager, National Manager or above); other referral (examples include Employee Assistance Program, Human Resources, Industrial Relations, Performance Development Agreement Process or Pay Team); Professional Standards; or the Supervisor.

The Confidant Network provided a vital support service to AFP appointees and contributed to the continuous improvement of Respectful Workplace Training in partnership with other areas of HR. Respectful Workplace Training was delivered to a number of workplaces in the AFP and to the majority of ACT Policing staff at leadership development programs, AFP induction and recruit training.

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 incapacitant (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.

This does not include a situation when 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 shown 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 Special Response and Security, the Superintendent North District and officers-in-charge of stations from the North and South districts.

Figure C.5.3: Use of force continuum

 Table C.5.4 – Use-of-Force – ACT Policing and AFP 2012-13

INCIDENT MONTH

JUL12

AUG12

SEP12

OCT12

NOV12

DEC12

JAN13

FEB13

MAR13

APR13

MAY13

JUN13

Baton

6

4

1

2

1

4

3

6

1

5

3

Chemical agent

15

16

13

9

18

17

11

12

20

13

8

17

Electrical incapacitant

2

1

3

3

5

7

2

2

1

4

4

1

Firearm

18

10

11

19

10

10

10

7

6

13

6

6

Handcuffs

124

115

125

119

133

118

107

98

123

109

107

141

Total

165

146

153

150

168

153

134

122

156

140

130

168

Corporate and operational plans and associated performance reporting, monitoring and review

Our strategic plan – AFP Strategic Plan 2012–15 – defines our objectives and how they will be achieved over the four years of the plan. This plan forms the basis for the development of our future strategies.

ACT Policing is driven by key output business areas of Traffic Law Enforcement and Road Safety; Crime and Safety Management; 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 the AFP Strategic Plan 2012–15 and the Policing Arrangement (see Appendix 1) provide an overarching direction, it is complemented by portfolio business plans, and further functional action plans.

More information about progress against the AFP Strategic Plan 2012–15 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 an as-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, Executive Steering Committee and Business Committee.

Also, the Executive Steering Committee holds an extraordinary meeting each quarter, 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” and this information, 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 1 and 2).

As an Assistant Commissioner of the AFP, the Chief Police Officer is 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 Police Satisfaction Survey, 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 Victims of Crime report released each July, 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, 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

The ACT Policing Human Resources (HR) team is responsible for the effective management of the ACT Policing workforce through the provision of a diverse range of support and guidance to ACT Policing members and stakeholders. Areas of responsibility include workforce planning and reporting, recruitment, rostering, provision of general HR advice, rehabilitation support and workplace health and safety advice.

Key HR strategies for 2012–13 included:

• ensuring the workforce has the skills and resources to deliver the range of policing services necessary in ACT Policing

• investing in the training and development of frontline leaders to help them develop the professional policing skills of their subordinates

• maintaining a workforce plan to accommodate predicted activity peaks

• attracting and retaining people who reflect the demography of the community that ACT Policing serves

• facilitating advancement and cross-skilling paths within ACT Policing and between ACT Policing and the broader AFP.

Delivering for the future

Providing flexible work options in frontline policing

As an employer, the AFP supports flexible work practices and recognises the positive impact it can have on attraction, engagement and retention. The AFP Enterprise Agreement 2012–2016 states that all employees have the right to request a variation to their hours of attendance, which is in line with the flexibility term in the Fair Work Act 2009.

In the recent past there have been various attempts to embed flexible work practices in a rostered operations environment, with varying degrees of success. While it is challenging to balance business needs with employee’s personal commitments, one of the biggest challenges faced by HR and management is changing the culture of the workforce, inspiring employees to value the opportunities flexible work practices can present.

In early 2013, ACT Policing commenced the trial of a flexible work team based at Woden Station to test the viability of a team comprised of employees on flexible work practices performing frontline policing roles. In concurrence with the trial, the AFP is bedding down a flexible work practices policy with associated tools to support employees, supervisors and delegates to consider, negotiate, review and terminate flexible work practices.

The Committee for Flexible Work Practices in ACT Policing met in April 2013 to review the Woden Flexible Work Team. While the team is currently staffed by part-time employees returning from maternity leave, staffing trends such as delayed retirements suggest that more and more employees may look to flexible work practices, creating more diversity in the team.

To date, the arrangement has had a positive impact, including filling gaps in the teams and saving on overtime costs. As all of the members have significant policing experience, they are able to support the sergeants in mentoring junior members while maintaining and developing their own skills in frontline policing.

Recognising the progress ACT Policing had made with the introduction of the committee and the flexible work team trial, the committee was approached by AFP National HR to consider endorsing a trial of the HR Policy for Flexible Work Practices.

The policy aims to standardise and document the process, provide consistency and accountability for decision-making and enable the AFP to more effectively report on flexible work practices.

Recruitment

The recruitment of sworn members includes a rigorous program of testing and selection, based on academic and physical 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.

The “Anything but everyday” campaign was launched in the previous reporting period, and 920 candidates applied for community policing officer positions in the ACT. More than 20 per cent of applications received were from candidates living in the ACT.

As a result of this process, a total of 88 recruits attested from four Federal Police Development Programs during this reporting period. These members are base recruits who have attended a 25-week live-in training program in order to undertake the Diploma of Public Safety (Policing) qualification. Prior to receiving their qualification the members will spend around 12 months demonstrating an array of practical competencies.

Also during this reporting period, five members attested from a Federal Police Lateral Program; members completing this course have prior policing service with another jurisdiction. The purpose of the course is to ensure that lateral recruits develop the skills, knowledge, abilities and behaviours to efficiently undertake their duties as an operational member of ACT Policing.

It is reasoned that the anticipated tightening of the external labour market may result in the reduction of the number of applicants, and ACT Policing is cognisant of the need to develop a strategic approach to attraction and retention strategies. ACT Policing HR will work with AFP National HR to:

• improve the understanding of what attracts, engages and retains staff

• develop and implement a strategic recruitment framework supported by strategic workforce planning

• develop an articulated career framework.

There are three Federal Police Development Programs planned for the 2013–14 reporting period and each program can accommodate up to 25 recruits.

Keeping in Touch

The Keeping in Touch initiative was implemented to support members who are on long-term leave. The aim is to provide these members with up-to-date information on the workplace to better prepare them for re-integration into ACT Policing, which is of benefit to both the employee and the workplace.

During this reporting period 13 members requested this service. HR kept in touch with these members regularly, providing them with information such as job vacancies, new staffing arrangements, future training activities and ACT Policing News. The feedback from employees who have used this service has been very positive, with employees commenting that the program assists with a smooth transition back to work, which can otherwise be difficult, particularly when members have been away from the workforce for a significant period of time.

Workforce planning

The Workforce Planning team provides a valuable service to the ACT Policing executive by providing regular, detailed and accurate workforce reports. These reports provide a clear picture of the current workforce, and are an important instrument for strategic planning.

The model used is a managed establishment of organisational positions. The team is responsible for tracking workforce numbers including through recruitment actions and the rotation and transfer of staff into the wider AFP, which enables the team to maintain and develop an accurate workforce profile.

The team is flexible enough to allow for the effective planning of regular resourcing requirements as well as being able to respond to requests for personnel at short notice, and in response to major unforseen events.

Strengthening organisational resilience

Workforce Management Committee

ACT Policing members are supported to diversify their skills by transferring between roles in ACT Policing and AFP National. It is acknowledged that members return to ACT Policing with a broader skillset which benefits the ACT community; however, all transfer requests are managed through a robust committee process.

To ensure workforce planning is managed effectively, the Workforce Management Committee (WMC) is responsible for consideration of each request for transfer, consultation with the Executive Steering Committee and consideration of the impact of the transfer on the business area and the broader workforce.

Performance Development Agreements

The AFP’s performance management tool for Band 1–8 is called the Performance Development Agreement (PDA). The performance of executive level employees is monitored through an annual charter of performance. Both tools allow for the facilitation of effective performance management to support the delivery of business objectives and outcomes.

ACT Policing HR actively supports members and supervisors to enter into the six-monthly agreement which aims to develop a shared understanding of what “good’ performance looks like and how it relates to business outputs, identify individual development needs, encourage regular feedback on performance against objectives, instil better leadership practices and ensure complaints are managed effectively.

In this reporting period, AFP National HR held workshops on performance management for executive level staff and team leaders, with the aim of moving from a compliance model to one of effective people management.

Welfare Services

Welfare Services is 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 Offices are sworn members, with extensive and varied backgrounds 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 Chaplain provide support and counselling if and when required. Where members are involved in managing an incident over many hours, the Welfare Officers can assist with 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 officers involved in incidents that are major or traumatic.

The Welfare Officers are actively ensuring a more holistic approach is taken in regard to the welfare of ACT Policing members. A robust and responsive arrangement is now in place between ACTP Welfare and National Wellbeing Services to deliver a more timely and structured response to those matters referred by ACTP Welfare.

Further, a new approach has been instigated for situations involving exposure to bodily fluid contamination to provide as much information and help as possible to members involved in these types of incidents.

AFP Graduate Program and internships

Since the AFP Graduate Program was remodelled in 2008, it has grown significantly. From just six graduates employed in 2009 to more than 40 in 2013, the AFP Graduate Program is now more popular than ever, and is the AFP’s flagship entry-level program for unsworn employees.

During this reporting period ACT Policing has hosted rotations for six graduates and has provided permanent placements for two graduates who completed the 2012 program.

Roster review

The primary aim of the roster review is to identify improvements or an alternative approach to rostering to meet or exceed organisational and individual expectations in the ‘rostered operations’ environment.

The roster review has been developed around the:

• assessment and alignment of police resources and staff with established trends in demand for service

• Ministerial Direction and performance measures defined by the Purchase Agreement

• compliance with roster principles of the relevant AFP Enterprise Agreement

• effective performance management incorporating comprehensive and systematic strategies that support operational directives

• consideration of relevant risk and fatigue management principles

• possible integration of any relevant IT solutions.

This process has at its forefront a number of key themes that ACT Policing members have asked to be considered. ACT Policing is undertaking an inclusive approach to the wide-ranging review in which members themselves are developing and submitting roster proposals to be trialled in the workforce.

Workplace health and safety

Some of the major strategies in the reporting period focused on improving internal governance related to work health and safety (WHS), providing adequate training for staff and reviewing the use of equipment.

ACT Policing provides support services including a range of welfare, employee assistance, psychological counselling and chaplaincy support services. There is also a Confidant Network, which is a group of trained appointees (confidants) who provide information, options and support to other appointees (clients) when dealing with inappropriate or unethical behaviour in their work environment.

ACT Policing utilises the AFP’s Early Intervention Policy, which allocates funding for minor treatment where staff are displaying the early signs of an injury or illness. Early intervention strategies often eliminate the need for staff to submit a compensation claim and have proven in most cases to reduce the chances of the condition worsening, and therefore also reduce the likelihood that the staff member will need to take time off work as a result.

Further details can be found at Section C.9: Workplace health and safety.

Sustaining community confidence

Workforce diversity

ACT Policing is committed to a diverse workforce and this is reflected in workforce planning, recruitment and retention strategies that recognise the need to promote differences in the workplace, with a focus on how these differences contribute to effective policing.

It is commonly accepted that the diversity of the Australian community will continue to increase. The AFP as a whole must respond in terms of meeting operational responsibilities and ensuring that the workforce is reflective of the community.

The AFP Workforce Plan 2012–2015 notes that in striving to achieve a more diverse workforce, diversity must be defined in its broadest definition. This means going beyond the traditional categories to incorporate broader aspects of diversity such as cognitive style, disability (mental, learning, physical), economic background, education, geographic background, language, parental status, work experience, physical appearance, political affiliation and sexual orientation.

In keeping with policy cycles, the AFP Workforce Diversity Action Plan 2010–2012 is currently under review.

Aboriginal and Torres Strait Islander Traineeship Program

During this reporting period, ACT Policing continued the training plan within the AFP’s established Aboriginal and Torres Strait Islander Traineeship Program. Recognising the high level of interest in a community policing career among the Aboriginal and Torres Strait Islander 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 – with the aim of becoming our future ACT Policing community police officers.

In the 2012–13 reporting period, six trainees joined ACT Policing. During their traineeship they will complete the six-week training course in ACT Policing Operations, which enables them 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 is the patron of the MION – the AFP’s Malunggang Indigenous Officers Network – a support and advocacy network.

Police presence at Canberra’s major events

For many members of the ACT community their interaction with ACT Policing is limited to exposure at major events such as Skyfire, the Royal Canberra Show and Summernats.

This presence ensures that the community can enjoy these events with confidence that their safety is considered a high priority by the event organisers and ACT Policing.

ACT Policing continues to have a positive presence at major events across Canberra and was awarded the “best overall display” out of 420 community stalls for its community engagement efforts at the 2013 National Multicultural Festival. For more information see Section B.1: Community engagement.

Working collaboratively

Professional Reporting and Standards

Professional Reporting and Standards (PRS) is a function within the AFP dedicated to investigating and managing complaints against police and internal reporting of members.

Within the professional standards tiered model, PRS 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.

Appointees outside of the PRS may also be called upon 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 two-year period to provide exposure to the PRS model and reporting requirements. This not only provides 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 its focus on integrity.

During this reporting period five ACT Policing members were seconded to PRS.

AFP National HR

In this reporting period ACT Policing HR assisted with the finalisation of AFP Workforce Plan 2012-2015 and contributed to broader policies including the HR Policy on Flexible Work Practices. ACT Policing HR has also been involved in the project to scope and develop a fully integrated human resource management system for the AFP.

There has been a sharing of HR resources between AFP National HR and ACT Policing HR, with staff rotations of up to 12 months. There are clear benefits such as cross-skilling HR staff and enhancing the communication, networks and information-sharing between the two areas.

Organisational integration

ACT Policing continues to work closely with AFP National on enhancing organisational integration. Ultimately, the AFP needs a workforce that can be mobilised and deployed quickly in response to changing priorities, necessitating multiskilled staff able to operate across multiple roles.

ACT Policing contributes to national responses where possible, while still maintaining the workforce to provide an effective policing service to the ACT. This can be a difficult balance, exacerbated by internal competition for staff, fiscal constraints and the lack of skilled and qualified staff to deploy in a surge capacity.

National deployments

The secondment of staff within the AFP is a unique opportunity for our sworn officers to experience national and international operations and develop a broader policy and law enforcement knowledge base.

During this reporting period ACT Policing facilitated the deployment of 29 sworn members to assist with Operation DUVAL (escort duties on Christmas Island, Darwin, Manus Island and Nauru) and Operation ETON (public order management on Christmas Island).

Cross-border collaborations

ACT Policing continues to maintain strong relationships with NSW Police through the Monaro and Yass Local Area Commands, allowing for effective responses to cross-border situations.

During the reporting period 90 ACT Policing officers were sworn in as NSW Police Force Recognised Law Enforcement Officers to allow them to exercise state powers.

The AFP facilitated the swearing in of 57 NSW Police Officers as AFP Special Members under s. 40E of the AFP Act, allowing them access to specific AFP powers.

Cross-government partnership

The Mental Health Community Policing Initiative (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 interoperability 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. Since launching the initiative the clinicians have been involved in more than 2000 cases and have significantly contributed to a more effective and efficient response to mental health issues.

Police-initiated emergency apprehensions have reduced from 80 per month to a consistent average of 40 to 50 actions.

Enhancing skills and capabilities

The AFP has a specific business unit within National HR – Learning and Development – which supports the personal and professional development of members of ACT Policing. A committee process ensures that all members have an equal opportunity to participate in a variety of training courses to develop skills in mandatory and desirable areas.

In addition, ACT Policing establishes internal training programs to support ongoing capability and specialist skills, for example mental health training, motorcycle pursuit, first aid training and workplace health and safety training.

Mental health training

ACT Policing has coordinated the availability of 183 operational members to complete a tailored mental health training package in the 2012–13 reporting period. The training is considered to be best practice in Australia and has been academically reviewed and recognised by Charles Sturt University.

The training has equipped approximately 63 per cent of the operational workforce with a heightened ability to provide early identification and intervention for those members of the community who experience mental health issues.

Operational safety training

Operational safety for AFP employees executing police powers is an important part of the law enforcement and policing function. All employees with police powers must remain current in operational safety by completing an annual Official Operational Safety Assessment. The operational safety training

provides members with the skills to execute police powers while using a range of options to establish their own safety, the safety of their colleagues, and the safety of the public.

During the 2012–13 reporting period, 633 ACT Policing members were requalified.

Leadership development

The AFP leadership philosophy drives actions and the commitment to invest in leadership throughout the AFP. The whole-of-organisation focus on developing leadership is in response to an identified need for clear, strong and consistent leadership to enable the organisation to successfully navigate through a challenging environment.

ACT Policing funded 18 positions for team leaders to attend Leadership on the Frontline workshops. This program is aimed at substantive team leaders to give them an understanding of the AFP’s expectations, the skills and capability required to be an effective team leader, and the opportunity to develop and practise those skills.

Training was developed to encourage supervisors to move from managing performance as a compliance action, to one of actively inspiring and developing individuals to successfully deliver team objectives.

To ensure a consistent approach to managing performance, workshops were delivered to managers and coordinators in late 2012 and to team leaders in early 2013.

The ACT Policing Team Leader Development Strategy is a policy 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 needs. The strategy is a twice-yearly process that involves establishing a member’s current and future career goals, balanced with the requirements of our workforce.

The WMC assesses members against our operational requirements with a view to exposing team leaders to a large range of environments within ACT Policing to develop the member’s 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; and reducing ACT Policing dependence on key people.

Diverse experience within the team leader cohort facilitates the members developing the ability to adapt to an array of situations which may be faced on any given day.

More information about the approach to enhancing skills and capabilities in ACT Policing including thefull list of courses undertaken can be found in Section C.8: Learning and development.

Volunteers in Policing

The Volunteers in Policing (VIP) program continues to support ACT Policing’s effectiveness and capacity to meet operational and business requirements. The program decreased by one to 45 during the reporting period (23 women and 22 men).

The program has a variety of approved active role descriptions, which include:

• role playing – volunteers perform a range of roles, for example, suspect, victim or witness, for police recruits, investigator courses and scenario situations

• ceremonial support – escorting, ushering or 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

• letterbox drops – undertaken when there is a need to inform the community of police activity or assist with enquiries

• keyholder surveys – visiting all businesses in the ACT to obtain updated information about after-hours emergency contact details for ACT Policing Operations

• assistance with consensual fingerprinting – for applicants for citizenship, employment checks, visa applications etc., from members of the public

• support for the AFP’s Chequered Ribbon Association (AFP Legacy) – provision of administrative support through for the sale and merchandising of Constable Kenny Koala dolls and collection of annual subscriptions

• community engagement – support and attendance at local community events

• catering and catering support – at all ACT Policing corporate, social and training events. The volunteers are famous for their efficiency in cooking delicious barbequed chicken, steak and sausages; setting up a salad buffet; and satisfying the biggest appetites.

Our volunteers are a crucial part of our business. Like all members of ACT Policing, they undertake training and development opportunities appropriate to their assigned duties.

C.7: Staffing profile

The overall headcount for ACT Policing has increased since the last reporting period, with a 4 per cent growth in the Constable cohort.

At 30 June 2013 there were 708 sworn members in ACT Policing, and approximately 25 per cent of those members were female. The number of women in Sergeant and Superintendent roles has increased slightly since the last reporting period.

The majority of the workforce is aged between 25 and 44 years; 73 per cent of members are in this age group.

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 extra support received by Human Resources, 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. Numbers are not whole personnel as individuals are attributed on the basis of the percentage of time they spend on ACT Policing activities, recorded as at final pay for the financial year 2012–13.

These figures are based on substantive ranks and do not include periods of higher duties.

Table C.7.1: Full-time equivalent and headcount 2012–13

Female

Male

FTE by gender

342.8

630.8

Headcount by gender

315

609

% of workforce

34

66

Table C.7.2: Classifications (headcount) 2012–13

Rank

Female headcount

Male headcount

Total

Chief Police Officer *

0

0

0

Deputy Chief Police Officer

1

1

2

Commander/Director

0

1

1

Superintendent/Coordinator AFP Band 9

4

6

10

AFP Band 9 Temp

1

0

1

Sergeant/AFP Bands 6-8

41

116

157

AFP Bands 6-8 Temp

1

0

1

Constable/AFP Bands 2-5

264

481

745

AFP Bands 2-5 Temp

3

4

7

Total

315

609

924

* In late May 2013, CPO Roman Quaedvlieg commenced as the Deputy CEO of Australian Customs and Border Protection service. On 1 July 2013 Commissioner Negus announced the new CPO. During the period until the new CPO was appointed Deputy Chief Police Officer David Pryce acted in the role. The data in this section is as at 30 June 2013 and is based on substantive ranks; therefore there is no CPO recorded in this section.

Table C.7.3: Classification profile by gender and sworn/unsworn status (headcount) 2012–13

RANK

SWORN FEMALE

SWORN MALE

UNSWORN FEMALE

UNSWORN MALE

FEMALE %

MALE %

TOTAL

Chief Police Officer

0

0

0

0

0

0

0

Deputy Chief Police Officer

1

1

0

0

50

50

2

Commander/Director

0

0

0

1

0

100

1

Superintendent/Coordinator AFP Band 9

3

4

2

2

45

55

11

Sergeant/AFP Band 6–8

28

109

18

13

27

73

168

Constable/AFP Band 2–5

149

413

114

66

35

65

742

Total

181

527

134

82

34

66

924

Table C.7.4: Employment category by gender (headcount) 2012–13

EMPLOYMENT CATEGORY

FEMALE HEADCOUNT

MALE HEADCOUNT

FEMALE %

MALE %

TOTAL

Casual

5

4

1

0

9

Permanent full-time

257

600

28

65

857

Permanent part-time

47

2

5

0

49

Temporary full-time

5

3

1

0

8

Temporary part-time

1

0

0

0

1

TOTAL

315

609

34

66

924

Table C.7.5: Average length of service by gender by age 2012–13

AVERAGE LENGTH OF SERVICE

PRE-BABY BOOMERS

BABY BOOMERS

GENERATION X

GENERATION Y

TOTAL

F

M

F

M

F

M

F

M

F

M

0-2

2

4

13

18

21

55

36

77

2-4

4

4

16

33

44

51

64

88

4-6

1

8

6

16

37

30

57

54

101

6-8

5

8

15

60

29

39

49

107

8-10

4

5

8

14

4

6

16

25

10-12

4

10

21

57

8

10

33

77

12-14

5

2

12

28

1

1

18

31

14+ years

17

59

28

44

0

0

45

103

Table C.7.6: Average length of service by gender 2012–13

Gender

Average length of service (years)

Male

8.93

Female

7.74

Total

8.53

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 4-6 and 6-8 years of service brackets; these groups represent 34 per cent of employees, which equates to a headcount of 311 members.

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-old age group; this group represents 20 per cent of employees, which equates to a headcount of 187 employees.

Figure C.7.1: Length of service 2012–13

Table C.7.7: Age profile (headcount) 2012–13

AGE GROUP

FEMALE HEADCOUNT

MALE HEADCOUNT

TOTAL

<20

0

0

0

20-24

21

21

42

25-29

70

102

172

30-34

54

133

187

35-39

51

124

175

40-44

46

91

137

45-49

32

58

90

50-54

26

50

76

55-59

8

19

27

60-64

2

7

9

65-69

5

3

8

70+

0

1

1

Total

315

609

924

Figure C.7.2: Employee age profiles 2012–13

Table C.7.8: Agency profile (FTE) 2012-13

BRANCH/DIVISION

NON-OPERATIONAL

OPERATIONAL

TOTAL

Crime Prevention

0

36.19

36.19

Criminal Investigations

4.79

114.05

118.84

Emergency Management & Planning

0

8.40

8.40

Executive

5.28

2.64

7.92

Exhibit Management Centre

9.71

6.80

16.51

Finance and Logistics

11.49

0

11.49

Human Resources

20.00

0

20.00

Inoperative Pool Paid

8.63

0

8.63

Judicial Operations

11.72

44.92

56.64

Intelligence

0.96

62.06

63.02

Media and Public Engagement

19.66

1.79

21.45

Ministerial and Operational Support

12.49

0

12.49

North District

2.98

174.10

177.08

Operations

0.96

93.16

94.12

South District

2.95

130.44

133.39

Specialist Response Group

0

38.87

38.87

Traffic Operations

1.00

46.56

47.56

Enabling Services

21.00

80.00

101.00

Total FTE 30 June 2013

133.62

839.98

973.60

Table C.7.9: Agency profile by employment category type (headcount) 2012–13

BRANCH/DIVISION

PERMANENT

TEMPORARY

CASUAL

TOTAL

Crime Prevention

39

0

0

39

Criminal Investigations

125

0

0

125

Emergency Management and Planning

10

0

0

10

Executive

8

2

0

10

Exhibit Management Centre

17

0

0

17

Finance and Logistics

12

0

0

12

Human Resources

20

1

0

21

Inoperative Pool Paid

4

0

0

4

Judicial Operations

59

0

0

59

Intelligence

67

1

0

68

Media and Public Engagement

23

1

0

24

Ministerial and Operational Support

15

0

0

15

North District

179

0

0

179

Operations

94

4

8

106

South District

138

0

0

138

Specialist Response Group

48

0

0

48

Traffic Operations

48

0

1

49

Enabling Services

–

–

–

–

TOTAL

906

9

9

924

Table C.7.10: Classification profile by gender/sworn (FTE) 2012–13

RANK

SWORN FEMALE

SWORN MALE

UNSWORN FEMALE

UNSWORN MALE

FEMALE %

MALE %

TOTAL

Chief Police Officer

0

0

0

0

0

0

0

Deputy Chief Police Officer

1.0

1.0

0

0

50

50

2.0

Commander/ Director

0

0

0

1.2

0

100

1.2

Superintendent/Coordinator AFP Band 9

3.0

3.9

6.1

13.9

34

66

26.9

Sergeant/AFP Bands 6-8

26.4

113.3

28.0

23.3

28

72

191.0

Constable/AFP Bands 2-5

144.4

400.7

133.9

73.5

37

63

752.5

Total

174.8

518.9

168.0

111.9

35

65

973.6

Table C.7.11: Equity and diversity (headcount) 2012–13

A

B

C

Aboriginal and/or Torres Strait Islander employment

Culturally & linguistically Diverse (CALD) employment

Employment of people with disability

Number of employees who identify in any of the equity and diversity categories (A, B, C)

Women

Headcount

8

70

7

84

315

% of Total Staff

0.83

7.34*

0.73

8.81

34

* 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-making. 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.

ACT Policing’s Human Resources team coordinated the following courses during the reporting period.

INITIATIVE

DESCRIPTIONS

OFFERED TO SWORN? Y/N

CASUAL

TOTAL

Human rights

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

N

93

Operational safety assessment

An annual course designed to maintain the execution of policing powers including firearms, defensive tactics and aerosol subject restraint.

Y

N

633

Work health and safety

A mandatory online training course via iAspire (online learning). The course ensures all members understand the Work Health and Safety principles and obligations.

Y

Y

649

Motorcycle pursuit

A six-week basic training in all aspects of motorcycle riding, escorting VIPs and urgent duty driving.

Y

N

6

Media training and awareness

A one-day training program outlining the importance and role of media in a policing environment. Designed to assist members build confidence in dealing with the media and representing ACT Policing positively.

Y

N

16

Brief adjudicators workshop

A four-day training program designed to enhance ACT Policing team leaders’ skill levels, confidence and knowledge in relation to brief adjudication and legal issues, and provide a refresher for any updates in practices and procedures affecting ACT Policing in order to increase the number of successful ACT prosecutions.

Y

N

38

Recruit training

The Federal Police Development Program and Federal Police Lateral Program train new entrants in the skills and knowledge required to operate as a sworn member of ACT Policing.

N

Y

93

ACT Policing operations

A seven-week mandatory basic course to develop the skills necessary to work in the first response environment of Operations.

Y

Y

12

First aid

The three-year qualification 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

260

Victims of crime

A mandatory training course via iAspire (online learning). The course ensures members are compliant in accordance with the Victims of Crime Act 1994 and internal governance.

Y

N

633

Certificate IV in Training and Assessment

Aimed at teaching participants 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

3

Incident command, control system

This course educates members on essential command/control systems to appropriately manage incident response.

Y

N

38

Investigations

Breathing Apparatus re-validation every 12 months. This training is vital for members In regard to the processing of clandestine drug laboratories.

Y

N

7

NSW Homicide Course

Y

N

1

Human Trafficking Investigations Program

Y

N

4

Police Realtime Online Management Information System (PROMIS) – non-operational

This program is designed to provide the basic skills to all AFP personnel to enable them to use PROMIS to coordinate and record operational activities.

Y

Y

1

Surveillance

Local Surveillance Program

Y

N

9

National Surveillance Program

Y

N

3

Surveillance Driver Training

Y

N

8

Australia–New Zealand Counter Terrorism Committee (ANZCTC)

Y

Y

1

ANZCTC Team Leader training

Y

N

1

Disaster victim identification (DVI)

The process was structured to provide course positions to assist a specific ACT DVI capability.

Y

N

7

Leadership and management training

This training course has been designed to give AFP Team Leaders an understanding of the AFP’s expectations of them, the skills and capacities required to be an effective team leader, and the opportunity to develop and practise those skills.

Y

Y

20

Close personal protection training

A four-week course designed to give members the knowledge and skills to perform protection duties in the fields of VIP Protection and Witness Protection.

Y

N

4

Human source handling program – basic

Basic program designed to give investigators an understanding of Human Source operations and requirements of handling a human source in accordance with AFP National Guideline on the Management of Human Sources.

Y

N

9

Human source handling program – advanced

Advanced program designed to give human source handlers exposure to advanced Human Source handling methodologies and techniques.

Y

N

2

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

38

Mental Health Community Policing Initiative training

A four-day training program, providing members with strategies on how to effectively and efficiently deal with mental health incidents.

Y

Y

183

RAIS

Gather, analyse and interpret pedestrian and bicycle-involved crashes

Y

N

7

Gather and record road crash evidence – basic crash investigation

Y

N

3

Analyse and report on evidence – advanced crash investigation

Y

N

8

Traffic law enforcement course

Three-week intensive traffic-related training course

Y

N

15

ASPACI – Crash analysis and Excel

Analyse and report on evidence – advanced crash investigation

Y

N

3

Certificate IV Workplace Education and Training

Training course that provides a qualification for ACT Policing members to deliver training and conduct assessments

Y

N

1

Recruit training traffic program

Qualified ACT Policing Traffic Operations member provides traffic related training to AFP recruits – training includes traffic law, use and operation of equipment including laser, Dräger and tyre deflation devices.

Y

N

67

Lateral traffic training – Dräger, laser, tyre deflation devices

Qualified ACT Policing Traffic Operations member provides traffic related training to lateral recruits – i.e. police recruited to AFP from other jurisdictions

Y

N

9

Traffic direction training packages

ACT Policing Traffic Operations provided training provided to State Emergency Services (SES) members in traffic direction relevant to emergency and major events that SES members may be involved with.

The training provided to Protective Service Officers (PSO) is identical to the training provided to SES members.

N

Y

100

Pursuit motorcycle program

Six-week duration intensive motorcycle training program utilising two qualified and experienced ACT Policing Traffic Operations training members. Training includes all aspects of safe and appropriate operation of police motorcycles including trail bikes.

Y

N

6

Pursuit car course

Three-week intensive pursuit car course utilising two qualified and experienced ACT Policing Traffic Operations training members

Y

N

2

Radar operators AV course

Two-week training course in the correct and lawful use of radar speed measuring instruments. Training provided by qualified and experienced ACT Policing Traffic Operations members.

Y

N

8

Trail bike instructors course

Two-day intensive trail bike instructor course provided by external company. The course is undertaken to increase the skills, both personal and training delivery, for existing ACT Policing Traffic Operations trainers.

Y

N

2

Heavy vehicle assessments

Heavy vehicle driver assessment and qualification. ACT Policing Traffic Operations members provide training and assessment of sworn and unsworn ACT Policing members to obtain their heavy vehicle driving licence and be authorised to drive ACT Policing heavy vehicles.

Y

Y

18

Specialist Response Group training

The beginning of the reporting period saw the amalgamation of the Operational Response Group (ORG) and the Specialist Response and Security (SRS) to form the Specialist Response Group (SRG). The SRG is the largest centralised specialist policing capability in Australia comprising almost 200 personnel.

ACT Policing funds 56 of the positions in the SRG structure and those capabilities include maritime, intelligence, police negotiators, a bomb response team, a canine capability and tactical response teams.

Table C.8.2 below includes training undertaken by all SRG members in the reporting period. While the 56 positions are available to ACT Policing on a day-to-day basis, the broader SRG capabilities are available to ACT Policing as required, therefore they are included below.

Table C.8.2: Specialist Response Group training 2012-13

COURSE

DESCRIPTION

NUMBER OF PARTICIPANTS

ANZCTC Police Tactical Group (PTG) team leaders course

The Australia–New Zealand Counter Terrorism Committee (ANZCTC) Police Tactical Group (PTG) Team Leaders course is an ANZCTC benchmark course focusing on improving PTG Team Leaders skills, particularly operational planning and preparation of orders, delivery of orders, and leading PTG teams during tactical operations.

12

SRG basic course

Sixteen-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.

12

Assistant search and rescue management course

A three-week course aimed at managing a search and rescue incident in line with national search and rescue arrangements.

12

Bomb Response Team (BRT) skills re-validation

During the year re-validation training for all BRT members in their core skills sets as follows: robotics, explosives use and handling, explosive blasting, render safe techniques, radiography, hazardous materials search, use of force, vehicle-borne improvised explosive device (VBIED), person-borne improvised explosive device (PBIED), chemical, biological, radiation (CBR) response, self-contained breathing apparatus (SCBA) and personal protective equipment (PPE).

6

Advanced first aid

A specific advanced first aid course designed around bomb response scenario

12

Home-made explosive (HME) training

HME course held in Melbourne, Victoria, as part of ANZCTC training.

1

Explosives detection course

National explosives detection canine handler course

1

Police basic bomb technician course

Seven-week course covering the basic skills required by a police bomb technician

6

Advanced electronics course

Advanced electronics course held in Adelaide, South Australia, as part of ANZCTC training

1

SRG skills re-validation

During the year re-validation training for all SRG Tactical Response members in their core skills sets as follows: water operations, public order, close quarter tactics, night vision goggles – low light close quarters tactics, active shooter, counter-assault team, linear combat, vertical rescue, tactical movement techniques, high-risk vehicle stops, – wheel drive operations.

55

Chainsaw training

Qualifications for SRG personnel being trained in the Canberra region on chainsaw use

40

Rural operations

SRG Tactical Response completed rural refresher training in the ACT and Queensland in preparation for overseas deployment.

35

Water operations

SRG Tactical Response members conducted Water Operations Training to qualify members as instructors.

10

Roping recertification

SRG members have conducted fast rope recertification, vertical detention drills and vertical rescue.

55

Certificate IV in Workplace Training and Assessment

SRG members have either completed a full Certificate IV in workplace training and assessment or recognition of prior learning/refresher training to have current qualifications.

51

Vehicle operations

SRG members have conducted convoy training, CAT drills and driver training.

50

Medic training

SRG members have conducted first aid revalidations and completed medical courses as patrol medics.

30

Covert training

SRG members have conducted covert operations training in the Canberra area as part of their skill sets.

15

Live fire training

SRG Tactical Response members have conducted live fire training as part of the yearly refresher training as part of the ANZCTC skill set.

36

Public order training

ACT Policing members attended SRG Public Order Management (POM) training.

3

Ship underway recovery training

Familiarisation training for new and existing coxswains, while utilising Sydney Ports’ vessels.

6

Divers training

Annual recertification training

12

Freeny first aid course

Maritime and part-time divers undertook a two- day training course.

8

Occupational dive course

Seven-week training course for occupational dive course with NSW Police

1

Fast rescue boat instructors

Fast rescue boat instructors training was conducted in Scotland.

1

Dive instructors training

Dive instructor training conducted in Sydney

2

Swift water rescue training

Swift water rescue training conducted in Sydney

7

Emergency management and planning

Table C.8.3: Emergency Management and Planning courses 2012-13

COURSE

DESCRIPTIONS

OFFERED TO SWORN? Y/N

OFFERED TO UNSWORN? Y/N

NUMBER OF PARTICIPANTS

Incident command and control systems (ICCS)

A number of ICCS familiarisation sessions were conducted throughout the financial year. These sessions assist members to develop skills in relation to managing critical incidents.

Y

N

144

Exercises

A number of exercises were facilitated by Emergency Management & Planning thoughout the financial year. These exercises were in line with the ANZCTC priorities and evaluated our response capability against existing emergency response arrangements. Members of General Duties participated alongside members of Criminal Investigations, Operations, AFP Forensics and various capabilities of the SRG.

Y

N

158

In-service training (AFP College)

As part of the Human Resources portfolio, Learning and Development’s (L&D) primary role is to design and deliver learning programs and help coordinate and manage organisational and individual learning needs.

The L&D Management Team (LDMT) is responsible for the learning and development needs of the AFP. The courses below were delivered by L&D to meet specific training requirements for ACT Policing.

Table C.8.4: In-Service training (AFP College) 2012-13

COURSE

DESCRIPTION

NUMBER OF PARTICIPANTS

ACT detective training program

This program is designed to provide specialist investigative training to develop 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.

7

Constable development program

A 10-day course aimed at consolidating and enhancing core policing knowledge and skills to build on leadership skills through practical scenarios, oral presentations and examinations.

40

Sexual offences investigators program

Three-day program to qualify officers to interview vulnerable witnesses in accordance with the Evidence (Miscellaneous Provisions) Act 1991.

This course is designed to develop the skills and knowledge required to successfully and competently conduct complex, sensitive and/or protracted investigations for offences involving sexual assault and child abuse.

1

Interviewing vulnerable witnesses program

Three-day program to qualify officers to interview vulnerable witnesses in accordance with the Evidence (Miscellaneous Provisions) Act 1991.

29

Interviewing vulnerable witnesses program recertification

A one-day refresher workshop to enable officers to keep up-to-date with amendments to the Evidence (Miscellaneous Provisions) Act 1991.

74

Commitment to whole-of-government learning and development initiatives

Table C.8.5: Whole of government learning and development initiatives 2012-13

INITIATIVE

DESCRIPTION

NUMBER OF PARTICIPANTS

Graduate program

The program runs for a 12-month period and is targeted to meeting the requirements of specific business areas which have identified the benefits and value of employing a graduate and to developing the graduate's skills within their business area.

40 (AFP)

6 rotations in ACT Policing

2 permanent placements in ACT Policing

Aboriginal and Torres Strait Islander Traineeship Program

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 as preparation for applying to do a sworn recruit course — with the aim of becoming our future ACT Policing community police officers.

6

Study Assistance Program

The AFP provides the Professional Development Scheme to assist employees develop their vocational and educational knowledge and skills, in order to meet the current and future demands of their roles. The following courses were approved in this reporting period

Table C.8.6: Study Assistance Program 2012-13

STUDY ENGAGED

NUMBER OF PARTICIPANTS

Advanced Diploma of Mechanical Engineering

1

Bachelor of Behavioural Studies (Psychology)

1

Bachelor of Commerce

1

Bachelor of Communications

1

Bachelor of Criminology

1

Bachelor of Human Resources

1

Bachelor of Law

1

Bachelor of Policing

3

Bachelor of Security, Terrorism and Counterterrorism

1

Certificate III in Information, Digital Media and Technology

1

Diploma of Law

1

Graduate Diploma in Legal Studies

1

Graduate Diploma in Marketing Communications

1

Graduate Diploma in Road Safety

1

Juris Doctor (Masters)

1

Masters in Leadership and Management

1

Masters in Policing, Intelligence & Counterterrorism

2

Masters in Terrorism, Safety & Security/Criminal Intelligence

1

Masters of Arts (Intelligence Analysis)

1

Masters of Child and Adolescent Welfare

1

Certificate III in Information, Digital Media and Technology

1

Postgraduate Diploma in Policy & Applied Social Research

1

Total

25

Future learning and development priorities

The L&D calendar aims to cater for skills maintenance, address capability gaps and meet the ongoing development needs of the workforce.

Recruit training remains a priority for L&D, and there are three Federal Police Development Programs (FPDP) scheduled for the 2013–14 reporting period.

Leadership is the second priority, and workshops are designed to support the AFP’s Leadership Philosophy and Development Framework. Leaders will develop their understanding of what the AFP expects of them, and the skills and capacities required to lead well.

A key focus for ACT Policing is ensuring the delivery of the Local Procedures Program more frequently. The program is designed to develop the skills, knowledge, abilities and behaviours of members transferring into ACT Policing to be able undertake their duties as an operational member of ACT Policing.

The Local Procedures Program aims to educate members from other jurisdictions or members who have been out of community policing for several years on ACT legislation, traffic operations, and other relevant information.

The AFP offers the Online Training Application System (OTAS) which replaces paper-based applications. The expansion of this function will enhance the training services that are delivered to ACT Policing.

OTAS will enable members to easily view all the available training courses and allow for an efficient application and approval process. By expanding the functionality of OTAS, ACT Policing will have greater access to reporting on training courses. This will allow ACT Policing to have up-to-date information on the skills and qualifications of members within the organisation.

Lisa Muir Human Resources

Lisa Muir’s strong work ethic, positive and friendly demeanour and experience has allowed her to quickly establish good working relationships in her Training Support and Administration role in Human Resources.

Since starting with ACT Policing, Lisa has made significant progress in transitioning the organisation from paper-based training applications to the AFP’s Online Training Application System (OTAS) for a seamless and transparent approval process.

Lisa has also recognised areas for improvement in training support.

Lisa regularly provides reports and feedback to ACT Policing management. Her high level of customer service to members is regularly the focal point of positive feedback in Human Resources.

“I identify training needs and issues across ACT Policing, with a strong focus on career development. I liaise with people both internally and externally to identify and arrange training.”

C.9: Workplace health and safety

As a frontline policing service, we recognise our 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.

ACT Policing is subject to the Work Health and Safety Act 2011 and continues to meet its obligations for the health and safety of all ACT Policing employees in accordance with the Act.

The AFP National Guideline on Health and Safety Management Arrangements (HSMA) is the primary document for compliance under the Work Health and Safety Act 2011. This National Guideline has been revised and updated to reflect new obligations under the Act.

The HSMA helps to identify safety responsibilities for all ACT Policing employees and includes a workplace health and safety consultation framework and processes for resolving disputes. Included are agreed arrangements on the management, promotion and development of measures to ensure the health, safety and welfare of employees at work.

Injury prevention

Throughout 2012–13, ACT Policing maintained the workplace health and safety structures and systems specified under the relevant legislation.

During 2012–13 the following injury prevention strategies were implemented:

• ACT Policing members identified as having a requirement for a first aid qualification continue to receive training by undertaking a specific first aid course for ACT Policing members. The first aid training has a greater focus on police-specific scenarios and issues such as edged-weapon trauma, blunt-weapon trauma, firearms and explosives trauma and motor vehicle collision trauma. During 2012–13, 260 ACT Policing members did this training.

• A review process for the recently introduced load-bearing vest (LBV) began during the 2012–13 reporting period. It is expected that data from this review will assist in the ongoing development and improvement of the design of the LBV and carriage of all associated accoutrements.

Training sessions with ACT Policing staff on the new Work Health and Safety Act 2011 continue to be provided on an as-required basis. These sessions are structured to provide staff with information about their legislative obligations under the new Act, the responsibilities of the employer and how the new Act differs from the previous Act in terms of incident reporting and investigations.

A number of ongoing injury prevention strategies within ACT Policing continued to be conducted during the 2012–13 reporting period, including:

• provision of ergonomically correct seating for ACT Operations staff members working 24/7 shifts

• pathology testing for hepatitis and HIV for employees exposed to blood or saliva in the course of their duties

• regular Work Health and Safety (WHS) Committee meetings to discuss and resolve issues identified by staff and health and safety representatives

• assistance with identifying optimal ergonomic set-up of employee workstations

• support for employees with psychological impact from work situations, including a range of welfare, employee assistance, and psychological counselling and chaplaincy support services

• free influenza vaccinations available to all staff.

Early intervention strategy

There are circumstances where a work-related injury or illness may occur, which will require no time off work and minimal treatment and associated costs.

These cases are assessed and where appropriate relevant funding is allocated for reasonable treatment and rehabilitation. Some of the services accessed under this provision include consultations with medical practitioners, physiotherapy sessions, psychological counselling and tests such as ultrasounds or x-rays.

ACT Policing has managed 26 early intervention cases during the reporting period. Without this strategy, these members would need to submit a compensation claim to Comcare to recover costs.

Injury management

In accordance with the Safety, Rehabilitation and Compensation Act 1988 and the associated AFP guidelines and procedures, the ACT Policing Rehabilitation team is responsible for coordinating internal and external rehabilitation services for members who have suffered compensable or non-compensable injury and illness.

Optimal return-to-work outcomes are achieved through early intervention strategies and ensuring stakeholders are fully informed to facilitate a timely, safe and durable return to the workplace.

During the reporting period Comcare accepted 29 new claims from ACT Policing. That figure compares favourably to the previous financial year when 42 claims were accepted. Of the 29 claims accepted, only one relates to psychological injuries.

There are currently 130 open compensation claims with Comcare compared to 112 at the same time last year. Of the 130 open claims, 80 claims are actively managed by the rehabilitation case managers, with the remaining claims being open for outstanding action by Comcare, including 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 for ongoing incapacity payments.

ACT Policing case managers have managed six non-compensation cases during the reporting period. These cases were non-work-related injuries or diseases and received return-to-work assistance and support under the AFP National Guideline on Occupational Rehabilitation and Return to Work.

Table C.9.1 indicates the total costs of compensation claims sorted by the mechanism of injury for the 2012–13 period.

Table C.9.1: Total costs of compensation claims – mechanism of injury

MECHANISM INJURY MAJOR GROUP

COST TO DATE ($)

FUTURE COST ESTIMATE ($)

AVERAGE COST TO DATE ($)

NO. OF CLAIMS

TOTAL COST ($)

Falls, trips and slips

39 439.86

88 955.00

9 859.96

4

109 170.09

Hitting objects with body

14 665.71

77 917.00

7 332.86

2

90 963.62

Being hit by moving objects

48 628.19

286 042.00

6 078.52

8

328 976.01

Sound and pressure

0.00

0.00

0.00

0

0.00

Body stressing

150 666.19

1 181 700.00

13 696.93

11

1 310 575.98

Heat, electicity and other environmental factors

0.00

0.00

0.00

0

0.00

Chemicals and other substances

0.00

0.00

0.00

0

0.00

Biological factors

0.00

0.00

0.00

0

0.00

Mental stress

77 110.91

1 074 758.00

77 110.91

1

1 149 961.17

Other and unspecified

48 996.36

683 851.00

16 332.12

3

727 857.60

Total

379 507.22

3 393 223.00

13 086.46

29

3 717 504.47

Table C.9.2: Lost-time injury rates 2010–11 to 2012–13

LOST-TIME INJURY RATES

2010–11

2011–12

2012–13

Lost-time incident rate

2.80

2.08

1.79

Average lost-time rate

22.23

30.50

34.31

Total number of lost-time incidents

26

18

16

Total number of working days lost

578

549

549

Results are as per Australian Standard 1885.1-1990 Data source: Comcare Customer Information System, August 2013 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.

Table C.9.3: ACT Policing incidents by mechanism of injury

MECHANISM OF INJURY

2010-11

2011-12

2012-13

Being assaulted by a person/s

57

32

42

Being bitten by an animal

1

1

2

Being hit by a person accidentally

2

5

0

Being hit by moving objects

5

4

7

Being trapped between stationary and moving objects

1

3

2

Being trapped by moving machinery

0

0

1

Contact with hot objects

0

0

1

Contact with, or exposure to, biological factors

7

14

23

Exposure to a traumatic event

4

1

0

Exposure to environmental heat

0

2

1

Exposure to other and unspecified

3

6

4

Exposure - single, sudden sounds

0

1

0

Exposure - workplace or occupational violence

0

2

0

Falls from a height

10

7

11

Falls on the same level

21

16

29

Hitting moving objects

0

2

5

Hitting stationary objects

9

11

11

Insect and spider bites and stings

0

0

1

Long-term exposure to sounds

0

2

0

Muscular stress while handling

24

20

26

Muscular stress while lifting

0

3

12

Muscular stress with no object

18

14

16

Other and multiple mechanisms

0

0

1

Other and unspecified contact with chemical

0

2

1

Other mental stress

0

0

1

Repetitive movement, low muscle loading

5

3

5

Single contact with chemical or substance

5

2

3

Stepping, kneeling or sitting

1

6

1

Suicide or attempted suicide

0

1

0

Unspecified mechanisms of incident

35

6

9

Vehicle incident

10

4

8

Work pressure

0

2

0

Total

218

172

223

Table C.9.2 indicates that the number of incidents resulting in lost time of a day/shift has decreased slightly from the previous year. The average lost time rate has increased from the previous year which indicates that a greater number of incidents are resulting in lost time. The severity of injuries sustained during the reporting period has not increased substantially during the reporting period despite the greater number of lost working days reported. The severity of injuries has remained consistent with those reported in previous years. The number of lost working days has increased compared to previous years due to an increase in the rate of lost time claim forms being processed through the Payteam area and submitted to Comcare during the reporting period.

C.10: workplace relations

ACT Policing members between Bands 1 and 8 are covered by the AFP Enterprise Agreement (EA) 2012–2016.

With the implementation of the EA in 2012, the Commissioner advised all AFP employees that there would be ongoing reviews of the working patterns throughout the life of the agreement. The reviews would ensure that:

• teams assigned to the working patterns are working in accordance with the provisions outlined within the EA

• the working patterns reflect the AFP’s requirements

• the working patterns are linked to business outcomes.

The review process includes data analysis, a 28-day consultation period, and a final recommendation to the Commissioner. During the reporting period a review of working patterns resulted in change of several ACT Policing teams.

With regard to the Roster Review outlined at C.6: Human resources performance, ACT Policing Human Resources has worked closely with the Roster Review Team to ensure any potential roster changes were in alignment with the EA. Compliance with the rules around the rostered operations working pattern was considered the single most important and complex consideration for any proposed roster.

There were no members of ACT Policing with a Special Employment Agreement or with an Australian Workplace Agreement during this reporting period.

Executive-level members within ACT Policing are covered by the conditions of the AFP Executive Level Enterprise Agreement 2011.

C.11: Human rights

Policing may at times require police officers to arrest or detain a person, either for a criminal charge or other matters where they may assist police with inquiries. The rights of the individual under the Human Rights Act 2004 are clearly understood by our police officers, who perform their duties in accordance with the directions of the Act and other relevant legislation. 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 introduction of the five-year Policing Arrangement (see Appendix 1) between the Australian and ACT Governments and the AFP, signed on 24 June 2011. The Policing Arrangement governs how policing services are delivered to the ACT, through the AFP.

Education and training

In consultation with the ACT Human Rights Commission, a half-day human rights workshop has been developed for our members. It ensures our sworn members are familiar with the Human Rights Act 2004 and the associated human rights considerations and with other relevant legislation when performing their duties in the ACT.

Human rights training is incorporated into the curricula for various courses such as new recruits (through the Federal Policing Development Program) and lateral police development programs, all of which are delivered by the Learning and Development Team at the AFP College in Barton. This training is considered 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.

During this reporting period, 93 officers completed the workshop.

More information about our training can be found at Section C.8: Learning and development.

Internal dissemination of information

The Human Rights Act 2004 is available for members to access as needed via the AFP intranet.

Review (or preparations) of existing legislation

During the reporting period we prepared a number of Cabinet submissions, which included reviews of existing legislation and, while doing so, considered human rights.

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 Plan through 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.

Sergeant Craig Parks – Team Leader, Specialist Response Group Dog Team

Following in his father’s footsteps, a general duties police officer in New South Wales, Sergeant Craig Parks joined ACT Policing in 1984.

As the Team Leader of the Specialist Response Group Dog Team, Craig is out in the Territory every day providing a General Purpose and Tactical Police Dog response.

“I grew up wanting to work in community policing. I saw ACT Policing as the place to do that; now, almost 30-years later, I haven’t left the organisation.

“Working with police dogs is anything but everyday but it also comes with its daily routines: cleaning the kennels, and grooming, feeding and training the dogs. This is mixed with office duties.

“The best part of my day is when I’m out on patrol with my dog, Ace.”

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 Directorate (JaCS) 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 strategic management of such assets.

ACT Policing managed assets with a total value of $13.4 million (as at 30 June 2013). The majority of these assets are operational and office equipment. During this reporting period we purchased a number of items of specialist police equipment and completed fit-out works that increased leasehold improvement assets.

Asset maintenance and upgrade

During this reporting period ACT Policing undertook upgrades to leasehold improvements ($0.7 million), radio infrastructure ($1.3 million) and specialist bomb response equipment ($0.2 million).

The main areas of repairs and maintenance for the year were facilities at City and Woden Police Stations, and the Traffic Operations Centre.

In 2011–12 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 facitilies upgrades can be found at Section C.14: Capital works.

Table C.13.1: Assets management 2012–13

TOTAL VALUE OF ASSETS MANAGED AS AT 30 JUNE:

$13.4 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 2012–13

ASSET

DETAILS

Lightweight ballistic vests

Specialist equipment used by the Bomb Response Team

Communications dispatch console

Part of the ACT Policing radio infrastructure

Explosive splinter-proof container

Specialist equipment used by the Bomb Response Team

Accommodation

ACT Policing has staff housed across 11 separate facilities in the ACT, including the five police stations.

Table C.13.3: Assets maintenance 2012–13

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

Table C.13.4: Office accommodation by number of staff/area occupied 2012–13

BUILDING NAME/TYPE

NO. OF STAFF

AREA OCCUPIED (m2)

AVERAGE AREA OCCUPIED BY EACH EMPLOYEE (m2)

Winchester Police Centre

317

5 888

18.57

Belconnen Police Station

90

2 800

31.11

Traffic Operations Centre

48

1 379

28.73

Gungahlin Police Station

38

226

5.95

Tuggeranong Police Station

80

2 648

33.10

Woden Police Station

82

2 011

24.52

City Police Station

185

4 243

22.94

Water Operations facility (leased)

6

300

50.00

Specialist Response Group complex (leased)

42

2 068

49.24

AFP Weston Complex (leased)

14

250

17.86

Exhibit Management Centre (leased)

22

4 208

191.27

Notes: ‘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. The number of staff data represent staff who were included in the ACT Policing business unit as at the final pay date for the 2012–13 financial year.

C.14: Capital works

ACT Policing completed several capital works projects during this reporting period.

New works

The following works were started and completed during this reporting period.

Table C.14.1: New works 2012–13

New works project 1

Project:

Traffic Operations Centre

Description:

Refurbishment of internal accommodation

Business unit:

Traffic Operations

Emergency Management Planning

N/A

Estimated completion date:

October 2012

Completion date:

April 2013

Original project value:

$152 000

Revised project value:

$176 000

Current year expenditure:

$166 000

Financially completed?

Yes

Contact details of relevant capital works officer:

Robert Krajina: ACTP Finance and Logistics – in conjunction with the Justice and Community Safety Directorate (JaCS)

Comments:

The works were completed in April 2013.

The refurbishment involved converting former storerooms into office accommodation to house extra staff for Traffic Operations and the Emergency Management Planning team.

It also involved creating a new pedestrian security gate to the main yard.

These works are part of the annual Capital Upgrade program which is managed by JaCS.

New works project 2

Project:

Watch House Medical Room

Description:

Upgrade the watch house medical room at City Station Watch House

Business unit:

Judicial Operations

Estimated completion date:

February 2013

Completion date:

February 2013

Original project value:

$10 000

Revised project value:

$10 000

Current year expenditure:

$8 000

Financially completed?

Yes

Contact details of relevant capital works officer:

Robert Krajina: ACTP Finance and Logistics – in conjunction with the Justice and Community Safety Directorate (JaCS)

Comments:

The refurbishment involved removing the existing joinery units and providing an improved layout with larger sink and secure storage for medical equipment/supplies.

These works are part of the annual Capital Upgrade program which is managed by JaCS.

NEW WORKS PROJECT 3

Project:

Tuggeranong Station Works

Description:

Office redesign

Business unit:

Criminal Investigations

Estimated completion date:

March 2013

Completion date:

April 2013

Original project value:

$15 000

Revised project value:

$20 000

Current year expenditure:

$14 000

Financially completed?

Yes

Contact details of relevant capital works officer:

Robert Krajina: ACTP Finance and Logistics – in conjunction with the Justice and Community Safety Directorate (JaCS)

Comments:

This work involved creating two new offices and making better use of the existing space in the Tuggeranong Crime team.

These works are part of the annual Capital Upgrade program which is managed by JaCS.

NEW WORKS PROJECT 4

Project:

Winchester Office Works

Description:

Office redesign

Business unit:

Criminal Investigations Administration Area

Estimated completion date:

May 2013

Completion date:

February 2013

Original project value:

$15 000

Revised project value:

$15 000

Current year expenditure:

$13 000

Financially completed?

Yes

Contact details of relevant capital works officer:

Robert Krajina: ACTP Finance and Logistics – in conjunction with the Justice and Community Safety Directorate (JaCS)

Comments:

This work involved the redesign of the existing Admin Support area in Criminal Investigations and opening up the area to provide improved flow of operations. This also allows for better access to Admin Support for the Team Leaders and Superintendent.

These works are part of the annual Capital Upgrade program which is managed by JaCS.

New works project 5

Project:

Winchester Office Works

Description:

Office Redesign – refurbishment of media and line up room

Business unit:

Media and line up room

Estimated completion date:

May 2013

Completion date:

December 2012

Original project value:

$20 000

Revised project value:

$16 000

Current year expenditure:

$15 000

Financially completed?

Yes

Contact details of relevant capital works officer:

Robert Krajina: ACTP Finance and Logistics – in conjunction with the Justice and Community Safety Directorate (JaCS)

Comments:

This work involved the redesign of the media and line up room to provide better work flow and office layout.

These works are part of the annual Capital Upgrade program which is managed by JaCS.

New works project 6

Project:

New Carport Belconnen Station

Description:

Construct a new carport for operational vehicles

Business unit:

Belconnen Police Station

Estimated completion date:

May 2013

Completion date:

June 2013

Original project value:

$26 000

Revised project value:

$18 000

Current year expenditure:

$19 000

Financially completed?

Yes

Contact details of relevant capital works officer:

Robert Krajina: ACTP Finance and Logistics – in conjunction with the Justice and Community Safety Directorate (JaCS)

Comments:

This work involved constructing an extra carport for 6 operation vehicles to protect from adverse weather conditions (frosts and extreme heat) which reduces response times.

These works are part of the annual Capital Upgrade program which is managed by JaCS.

NEW WORKS PROJECT 7

Project:

Gungahlin Station Redesign

Description:

Redesign existing station to improve space utilisation and increase operational capacity (identified as WHS issues).

Criminal Investigations

Business unit:

Gungahlin Station

Estimated completion date:

May 2013

Completion date:

June 2013

Original project value:

$350 000

Revised project value:

$400 000

Current year expenditure:

$393 000

Financially completed?

Yes

Contact details of relevant capital works officer:

Robert Krajina: ACTP Finance and Logistics – in conjunction with the Justice and Community Safety Directorate (JaCS)

Comments:

The changes have resulted in a more open-plan environment and capacity with an extra 12 desks. It provides for a much better flow of communication and gives front office staff better access to the Patrol Sergeants. It also provides a covered carport for five operational vehicles.

These works are part of one-off funding provided in 2012-13 which is managed by JaCS.

New works project 8

Project:

Woden Station Boiler

Description:

Replace the existing boiler at Woden Station

Gungahlin Station

Business unit:

Woden Station

Estimated completion date:

August 2012

Completion date:

August 2012

Original project value:

$25 000

Revised project value:

$25 000

Current year expenditure:

$25 000

Financially completed?

Yes

Contact details of relevant capital works officer:

Robert Krajina: ACTP Finance and Logistics – in conjunction with the Justice and Community Safety Directorate (JaCS)

Comments:

This involved the removal and disposal of the old unit and supply and installation of a new boiler unit.

Completed works

The following works were completed during this reporting period but started in prior reporting periods.

Table C.14.2: Completed works 2012–13

Completed works project 1

Project:

Storm/weather proofing

Description:

Works to reduce the risk of storm damage to Tuggeranong and Woden Stations

Business unit:

Capital Works and Infrastructure – DJaCS

Estimated completion date:

September 2012

Completion date:

August 2012

Original project value:

Part of $338 000 funding provided for City Station boiler replacement and storm proofing to Tuggeranong and Woden Stations

Original project value:

$76 850

Revised project value:

$76 850

Current year expenditure:

$76 850

Financially completed?

Yes

Contact details of relevant capital works officer:

Robert Krajina: ACTP Finance and Logistics – in conjunction with the Justice and Community Safety Directorate (JaCS)

Comments:

This project addresses issues at Tuggeranong and Woden Stations which require storm/weather proofing to prevent major water leaks during heavy rain periods.

C.15: Government contracting

As the community policing arm of the AFP – an Australian 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 Commonwealth 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 Commonwealth procurement rules the AFP is required to undertake the following in relation to procurements:

• publish 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 on AusTender the details of all awarded procurement contracts and purchases valued at $10 000 or more, within six weeks of the AFP 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 illustrate consultants and contractors procured by ACT Policing during this reporting period.

Table C.15.1: Consultancy costs 2012–13

CONSULTANCY GROUP

AMOUNT

SERVICES PROVIDED

Reino International

$65 844

Autocite maintenance

Support Link Australia

$245 911

Online referral services

Grosvenor Management Consulting

$51 750

Management consulting

Total

$363 505

Table C.15.2: Contractor costs 2012–13

Consultancy group

Amount

Services provided

Effective People

$10 243

Temporary employment services

Australian Public Service Commission

$9 160

Independent selection advisory panel

Oakton AA Services

$105 000

Temporary employment services

Total

$124 403

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.

Table C.16.1 Grants, sponsorships and assistance 2012-13

Recipient

Project description

Outcomes

Amount

CHANCES Program

ACT Policing’s Aboriginal and Torres Strait Islander Community Engagement Team supported Capital Careers, Northside Community Services in delivering the Community Helping Aboriginal Australians to Negotiate Choices leading to Employment and Success Program (CHANCES Program) to those assessed to be at risk of homelessness, re-offending or facing long-term unemployment.

A number of students who have completed the CHANCES Program have gone on to further training, work experience or employment.

$10 000.00

Eid-al-Fitr festival

ACT Policing continued its commitment to the Eid-al-Fitr through sponsoring the 2013 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.

$6 000.00

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.

$22 581.06

RECIPIENT

PROJECT DESCRIPTION

OUTCOMES

AMOUNT

Skyfire 2013

Skyfire, one of the ACT’s major events, has been marred by underage drinking and anti-social behaviour in the past.

The objective of this sponsorship was to provide intervention and education to young people early in their ‘drinking careers’, and to collect data on young people and alcohol, with a view to reducing harm, binge drinking and associated social and health problems in the community.

ACT Policing partnered with not-for-profit organisation Red Frogs, which helped police connect with young people at the event.

ACT Policing’s sponsorship of Skyfire 2013 proved positive from an awareness-raising and enforcement perspective.

Just three teenagers were taken into custody for alcohol-related offences with police reporting no other incidents of anti-social behaviour during the event. This was a 75 per cent reduction from the previous year.

$62 908.98

Menslink 2012/13

This Canberra charity supports young men and their families across the region.

The program develops the positive potential in all areas of young men’s lives, through mentoring and counseling services.

$5 000.00

Canberra Men's Centre

This referral service provides quality programs and support for men in need to achieve health and wellbeing across the whole of life.

The funding supports men and their families, and is part of our community engagement.

$800.00

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.

The funding supports those in need, and is part of our community engagement.

$2 750.00

Total

$110 040.04

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 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:

• Archives Act 1983 (Cwth)

• Australian Federal Police Act 1979 (Cwth)

• Australian Information Commissioner Act 2010 (Cwth)

• Bail Act 1992 (ACT)

• Coroners Act 1997 (ACT)

• Crimes Act 1914 (Cwth)

• Crimes Act 1900 (ACT)

• Crimes (Forensic Procedures) Act 2000 (ACT)

• Electronic Transactions Act 1999 (Cwth)

• Evidence Act 1995 (Cwth)

• Evidence Act 2011 (ACT)

• Firearms Act 1996 (ACT)

• Freedom of Information Act 1982 (Cwth)

• Freedom of Information Act 1989 (ACT)

• Freedom of Information Amendment (Reform) Act 2010 (Cwth)

• Privacy Act 1988 (Cwth)

• Prohibited Weapons Act 1996 (ACT)

• Road Transport (Alcohol and Drugs) Act 1977 (ACT)

• Telecommunications (Interception) Act 1979 (Cwth)

• Victims of Crime Act 1994 (ACT)

• Witness Protection Act 1994 (Cwth)

• Witness Protection Act 1996 (ACT).

The AFP also adopts the following standards for records management:

• Australian Government Information and Communications Technology Security Manual (ASCI 33)

• AS ISO 15489.2:2002 Records Management – Guidelines

• AS/NZS 2299.1:2007 Occupational Diving Operations

• AS/NZS 4308:2008 Procedures for specimen collection and the detection and quantisation of drugs of abuse in urine

• Commonwealth Protective Security Manual

• ISO 9001:2008 Quality Management System – Requirements

• ISO 17025:2005 General requirements for the competence of testing calibration laboratories.

C18: Commissioner for the Environment

We have not received any requests for assistance in the preparation of the State of Environment Report nor been subject to any investigations by the Commissioner during this reporting period.

Nerida Bailey – Team Leader, Collection and Liaison Team, Intelligence

Nerida Bailey is the Team Leader of the Collection and Liaison Team within ACT Policing Intelligence. Nerida has worked in the AFP since 1998.

Part of Nerida’s role is to liaise with ACT Crime Stoppers and oversee the team who assess anonymous information provided to ACT Policing, which is then generated into information reports and forwarded to relevant areas for investigation.

A recent example was Operation UNIFICATION, where Australian police agencies and Crime Stoppers from all states and territories partnered in an initiative focusing on removing illicit firearms from the hands of criminals. For more information on Operation UNIFICATION see Section B.1: Community engagement.

“I have worked in a number of rewarding areas in the AFP, but I would say it has been working in ACT Policing Intelligence that has allowed me to provide direct support to frontline operations and see the results.

“It is rewarding to be a part of ACT Policing; it is a warm and friendly place to work.”

C.19: Ecologically sustainable development

As a Commonwealth agency, the reporting requirements of the ACT Environment Protection Act 1997 do not apply to us; however, we take our responsibility towards the environment seriously.

Addressing ecologically sustainable development

Environmentally sustainable principles and practices are being integrated into the design, construction and operation of our facilities. These include:

• 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 take environmental considerations 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 as at 30 June 2013 comprised 191 motor vehicles and 25 motorcycles. Table C.19.1 illustrates the breakdown of vehicles by fuel type and the estimated greenhouse emissions.

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.

Water

Total water consumption across our facilities during this reporting period was 12 830 kilolitres.

Energy use and greenhouse emissions

Table C.19.2 shows our energy use and associated carbon dioxide (CO2) emissions. The table also includes an estimate of emissions as a result of waste based on the average full time equivalent (FTE) staff during this reporting period.

The total estimated carbon dioxide emissions for ACT Policing during the reporting period was 10 983 tonnes (1 226 from vehicles and 9 757 from energy use and waste). The decrease from 11 304 tonnes of carbon dioxide emissions in the previous reporting period is due to a decrease in the number of ACT Policing facilities used during the year.

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 in conjunction with the Justice and Community Safety Directorate (JaCS) are working in partnership to continually review the approach to ecological 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 round-the-clock operation of policing. Our plan also shows how we will address ecological sustainable development in future buildings. An example 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 and centralise several inefficient facilities to a single five-star ‘green’ facility, which would become ACT Policing’s headquarters.

 Table C.19.1: Vehicles by fuel type

•

FUEL TYPE

VEHICLES

ESTIMATED CO2 EMISSIONS (TONNES)

Diesel

34

171

ULP

182

1,055

Total

216

1,226

 Table C.19.2: Energy use and associated CO2 emissions

Energy type

Usage

Estimated CO2 emissions (tonnes)

Electricity

6,348,536 kW/h

7,089

Gas

18,387,436 MJ

1,310

Waste

900 average FTE

1,358

TOTAL

9,757

C.20: Climate change and greenhouse gas reduction

As the community policing arm of the AFP we are classified as an Australian Government agency, and while the Climate Change and Greenhouse Reduction Act 2010 does not necessarily relate to us, we take our environmental responsibility seriously.

Target: Reduce greenhouse gas emissions in the ACT to achieve zero net emissions by 30 June 2050

Several strategies were applied during the year to reduce overall emissions and energy consumption from our buildings and vehicle fleet. With the exception of our heavy vehicles, we ensure all new vehicles comply with the Commonwealth carbon dioxide emission guidelines. We consider the Green Vehicle Guide rating and rated carbon dioxide emissions when selecting vehicles for the fleet.

However, our operational requirements entail providing a round-the-clock police response, and this can sometimes restrict our ability to achieve such reductions in greenhouse gas emissions.

During the reporting period we worked with the Justice and Community Safety Directorate (JaCS) to finalise a Strategic Accommodation Plan (SAP) and a Strategic Asset Management Plan (SAMP) for ACT Policing facilities. One of the key elements of these plans is to improve the environmental sustainability for current and future operational and non-operational accommodation.

The newest ACT Policing facility is the Belconnen Station, which was opened in March 2012. The station includes a number of environmentally sustainable design principles. 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 environmental sustainability in police stations.

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.

Target: Reduce greenhouse gas emissions in the ACT to 40 per cent less than 1990 emissions by 30 June 2020 and 80 per cent less than 1990 emissions by 30 June 2050

A key priority for us, and of the SAP and SAMP, is to consolidate and centralise several inefficient facilities to a modern, energy-efficient facility which will become ACT Policing’s headquarters.

Including our five police stations and Exhibit Management Centre, we work across 11 facilities, all contributing to the emission of greenhouse gases, and operating 24 hours a day as part of our core duties.

In addition to the operational benefits to ACT Policing, centralising resources and people will significantly reduce the overall emissions produced by existing facilities that fail to meet modern environmental targets.

Target: For the average amount of greenhouse gas emissions produced per person in the ACT each year to peak by 30 June 2013

Our identified initiatives, specifically to centralise, where possible, our personnel into one single headquarters, work in line to reach the per person target by 30 June 2013. However, our growth will negatively impact on this target, particularly if we continue to be spread across 11 separate facilities.

C.21: Aboriginal and Torres Strait Islander reporting

We are committed to improving outcomes for our Aboriginal and Torres Strait Islander community and supporting the whole-of-Australian-Government approach to Aboriginal and Torres Strait Islander policy. This has predominantly been driven through our work in the justice system, our Crime Prevention team and, more specifically, our Aboriginal and Torres Strait Islander Community Engagement Team (A&TSICET).

The A&TSICET – currently comprised of one team leader, and two sworn and two unsworn team members – is a dedicated team whose primary role is to enhance communication and understanding between ACT Policing and the Aboriginal and Torres Strait Islander community within the ACT. During the last year the A&TSICET has participated in a range of activities aimed at establishing and maintaining positive relationships within the Aboriginal and Torres Strait Islander community, with the aim of achieving a reduction in the rate of Aboriginal and Torres Strait Islander people’s involvement in the criminal justice system.

The A&TSICET facilitates a number of programs which offer alternatives to involvement in crime for Aboriginal and Torres Strait Islander people. These programs are designed to develop interpersonal skills, confidence and self-worth for those identified as ‘at risk’ within the Aboriginal and Torres Strait Islander community in the ACT.

This focus is driven by our commitment to the Aboriginal Justice Agreement 2010–2013 (AJA), which is a partnership agreement between the ACT Government and ACT Aboriginal and Torres Strait Islander Elected Body.

The AJA is a major commitment of the ACT Government. It seeks to address the law and justice needs of Aboriginal and Torres Strait Islander people in the ACT by achieving the following objectives:

• reducing the over-representation of Aboriginal and Torres Strait Islander people in the justice system

• improving access to justice services for victims and offenders

• improving collaboration between stakeholders to improve justice outcomes and service delivery

• facilitating Aboriginal and Torres Strait Islander people taking a leadership role in addressing their community justice concerns

• reducing inequalities for Aboriginal and Torres Strait Islander people in the justice system.

To ensure the objectives of the AJA are achieved, a reporting framework has been developed to monitor the progress of all tasks. This reporting framework outlines progress against each of the 105 tasks and ensures compliance and review of the agreement prior to its expiry at the end of 2013.

ACT Policing reports against 17 tasks within the AJA and, to date, is meeting its commitments against all 17 tasks.

Aboriginal and Torres Strait Islander Community Engagement Team

The dedicated Aboriginal and Torres Strait Islander Community Engagement Team (A&TSICET) within Crime Prevention participates in a range of tasks aimed at establishing and maintaining positive relationships within the Aboriginal and Torres Strait Islander community, with the aim of reducing the rate of Aboriginal and Torres Strait Islander people’s incarceration in the ACT.

Table 21.1: Number of persons lodged in custody from 1 July 2012 to 30 June 2013

PERSONS ARRESTED

PROTECTIVE CUSTODY FOR INTOXICATION

TOTAL CUSTODY

M

F

Total

M

F

TOTAL

M

F

TOTAL

Juvenile

Indigenous

59

12

71

2

2

4

61

14

75

Non-Indigenous

181

63

244

21

15

36

202

78

280

Total

240

75

315

23

17

40

263

92

355

Adult

Indigenous

245

78

323

64

18

82

309

96

405

Non-Indigenous

1764

322

2086

566

103

669

2330

425

2755

Total

2009

400

2409

630

121

751

2639

521

3160

TOTAL

2249

475

2725

653

138

791

2902

613

3515

As part of ACT Policing’s ongoing commitment to the AJA we have continued to facilitate and deliver programs and activities to enhance and empower the Aboriginal and Torres Strait Islander community in the ACT.

These programs are designed to develop interpersonal and team-building skills for those identified as ‘at risk’ and offer alternatives to involvement in crime.

Interview Friends program

The A&TSICET along with Judicial Operations have partnered with the Aboriginal Justice Centre (AJC) to maintain the Interview Friends program. This program ensures that an interview friend is provided to all Aboriginal and Torres Strait Islander persons who require or request this service. Regular training is provided by the AJC to ensure that all volunteers maintain their knowledge and skills.

The A&TSICET is responsible for ensuring currency of contact information for the Interview Friends program.

Front Up program

ACT Policing, in conjunction with the AJC, developed the Front Up program and and manages it to give Aboriginal and Torres Strait Islander people a mechanism to voluntarily surrender themselves to the courts without having to be processed by the ACT Watch House. Since July 2012, the AJC has processed seven Aboriginal and Torres Strait Islander people through the Front Up program.

The program has been very successful and is viewed as a major step forward in fostering positive relationships between police, the AJC and the Aboriginal and Torres Strait Islander community in the ACT – as well as reducing the number of Aboriginal and Torres Strait Islander people being placed in custody at the Watch House.

NAIDOC Week

In July 2012 the A&TSICET participated in a number of NAIDOC Week activities and events including the official flag-raising ceremony and other community-based events around the ACT.

ACT Policing also provided funding for the NAIDOC Week Family Fun Day which was held at Boomanulla Oval, Narrabundah.

Kickstart (holiday) program

The Kickstart program focuses on Aboriginal and Torres Strait Islander people who have become disengaged from the community and service provision. The program runs in partnership with the Northside Community Service and is a conduit for Aboriginal and Torres Strait Islander people to re-engage with service providers and their local community.

During this reporting period Northside Community Services, supported by ACT Policing, facilitated a holiday program in December and January. This included visits to Big Splash pool and Uriarra Crossing with approximately 20 people (adults and children) attending each event.

MPower initiative

Originally the MPower initiative was established under the auspices of the ACT Chief Ministers Task Force on Aboriginal and Torres Strait Islander Affairs. This whole-of-Australian-Government forum provided practical measures for “at risk” families through frontline service delivery. It allowed the target clients to build their capacity to engage and to seek solutions to a range of issues that affect them. As the lead agency, ACT Policing was instrumental in forming and driving the MPower committee.

In October 2012, the ACT Policing Executive tasked the A&TSICET to review the MPower initiative with a view to reinvigorating the program. This work has been done and, after consultations with stakeholders, a new governance structure and target client group has been identified for the MPower initiative. The Community Services Directorate accepted the role of lead agency and work has started to re-form the key stakeholders.

The A&TSICET continues to provide high-level support to the MPower initiative through collaboration with key partner agencies, and through active engagement with a number of families associated with the initiative.

CHANCES Program

The A&TSICET is supporting Capital Careers, Northside Community Services and the AJC in delivering the Community Helping Aboriginal Australians to Negotiate Choices leading to Employment and Success Program (CHANCES Program). This is a holistic program specifically designed for and delivered to Aboriginal and Torres Strait Islander people.

This program targets those who are assessed to be at risk of homelessness, re-offending or facing long-term unemployment. The participants may already have had some experience with the criminal justice system, while others may be under the care of the Office for Children, Youth and Family Support (OCYFS).

The program also involves and supports the participants’ immediate families through a dedicated homework club and childcare service at the training facility.

This program incorporates:

• nationally recognised training – a full Certificate I in Work Preparation (Community Services) plus four units from Certificate I in Business

• a period of work experience within the community or private business sector or the ACT/Australian Public Service

• support and mentoring from a range of government and non-government service providers that share a common aim to provide sustainable outcomes for Aboriginal and Torres Strait Islander people who are assessed as being particularly disadvantaged in the areas of health, education, training and employment, and who continue to experience social and economic disadvantage.

Skills gained from this training will enable the participants to have the capability to seek casual, part-time and full-time employment opportunities or become involved in voluntary service within the wide scope of the community services industry.

The program fits within a number of the ACT Government strategic documents relating to Aboriginal and Torres Strait Islander young people in the ACT, and addresses the following objectives within the AJA:

• Task 15 – increasing diversion from the criminal justice system

• Task 17 – holistic approaches through stakeholder engagement

• Task 20 – referral and support

• Task 22 – improved engagement with ACT Policing

• Task 69 – providing pathways to employment and education.

In addition, the CHANCES Program aligns with the discussion paper Towards a Diversionary Framework for the ACT, with particular focus on early intervention and post-release support to reduce the over-representation of Aboriginal and Torres Strait Islander young people in the criminal justice system.

The program also addresses key aspects of the Young People’s Plan 2009–2014 by improving service delivery to vulnerable young people and assisting them to participate in education, training and employment.

Police Citizens Youth Club programs

The Police Citizens Youth Club (PCYC) has many recreational programs based on early intervention, crime prevention and youth crime diversion for vulnerable youth and youth in need. These programs aim to offer high-adrenaline, positive, safe risk-taking activities which young people can enjoy, to demonstrate diverse possibilities for lifestyle choices and better pathways.

The strong relationship between the A&TSICET and the PCYC continued during the reporting period, with referrals for Aboriginal and Torres Strait Islander clients to the various PCYC programs. Members of the A&TSICET also participated in some of the programs.

ReSET Program

The ReSET Program is the Canberra PCYC’s intensive program that offers engagement for youth in need of high support. Case management is also offered for youth participants and their families and/or carers. This program focuses on assisting young people who have had involvement with the juvenile justice system, have recently exited Bimberi, and/or are currently disengaged with their education and/or vocation pathway.

The A&TSICET refers clients into this program and also offers support and assistance to the participants and their families throughout the program.

Young women’s boxing program

The A&TSICET has developed an Aboriginal and Torres Strait Islander women’s boxing and fitness program in partnership with the PCYC and the AJC.

This program has been developed to increase the engagement of high-risk young Aboriginal and Torres Strait Islander girls and women in recreational activities, with the aim of reducing the rate of involvement in the criminal justice system. It also provides a forum for honest and open communication about issues and barriers these girls and women encounter in their lives.

Some of the young Aboriginal and Torres Strait Islander women have young children, which can limit their opportunities to attend social and fitness activities in the community. The boxing program has been designed to make attendance possible for these women, as there is transport to and from the PCYC, classes delivered by a qualified boxing and fitness trainer, a healthy lunch and childcare for the duration of the session.

The interest for this program has been extremely strong, with up to 15 regular participants. It was delivered throughout the latter part of 2012 and during the second school term of 2013.

Aboriginal and Torres Strait Islander Restorative Justice Trial

Between 1 May and 31 October 2011, ACT Policing partnered with the Restorative Justice Unit (RJU) in a trial where all eligible Aboriginal and Torres Strait Islander youth, who were alleged to have committed an offence, were referred to restorative justice as a diversion from the criminal justice system.

The trial was successful with double the referrals compared to the same reporting period in the previous year and a 100 per cent compliance rate for those who were found suitable and participated in a diversionary conference.

To maintain the focus on this section of our community, in May 2012 ACT Policing extended this trial for a further 12-month period, to conclude in April 2013.

Early in the trial period the A&TSICET provided ACT police stations with promotional material (posters and pamphlets) and delivered information sessions and facilitated training to ACT Policing members.

During the reporting period, 41 Aboriginal and Torres Strait Islander young people were referred to restorative justice. The overall success of the trial is indicative of the need for a strong and clear diversionary pathway for Aboriginal and Torres Strait Islander young people. As a result, this restorative justice approach is now standard practice for ACT Policing.

This initiative also met ACT Policing’s obligations under the ACT Youth Justice Diversion Blueprint, the Overcoming Indigenous Disadvantage Report and directly answered Action Item 15 in the AJA.

Progress against strategic areas for action

ACT Policing undertakes 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 Steering Committee for the Review of Government Service Provision.

Economic participation

As outlined in this report previously, the CHANCES Program is a holistic training program (Certificate I in Business) specifically designed for Aboriginal and Torres Strait Islander people who are assessed as being 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 or full-time employment or voluntary service within the wide scope of the community services industry.

The second delivery of the CHANCES Program was run from 17 July to 25 October 2012 and, of the 15 participants who enrolled, 13 graduated at the end of the program.

The third delivery of the CHANCES Program commenced on 26 February 2013 and had 16 participants.

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 Aboriginal and Torres Strait Islander disadvantage, including health, physical and mental wellbeing, as well as the opportunity to break down barriers.

ACT Policing has organised and facilitated a women’s boxing and fitness program in partnership with PCYC and the AJC.

As previously mentioned, this program has been developed to increase the engagement of high-risk young Aboriginal and Torres Strait Islander women in recreational activities, with the aim of reducing the rate of involvement in the criminal justice system.

Repeat offending

Canberra PCYC, with the support of ACT Policing, has developed the ReSET Program. As described previously, this is an intensive program that offers engagement for youth in need of significant support. It involves case management for youth participants and their families and/or carers. This program primarily focuses on assisting young people who have recently exited Bimberi or have had recent involvement with the juvenile justice system.

The A&TSICET refers clients into this program and also offers support and assistance to the participants and their families throughout the program.

Functional and resilient families and communities and economic participation and development

The flexibility and tailored approached of the CHANCES Program has been an integral part of its success as it reduces the obstacles and barriers that can deter community members from participating in training programs.

The majority of its graduates have spoken enthusiastically of the confidence and skills the program gave them and, as a result, many have gone on to further study, training, work experience and/or paid employment.

Not only have the participants had positive outcomes but it has been reported by schools that the children of the participants have improved in their attendance, behaviour and attitude, to which they directly attribute the positive influence of the environment created at the CHANCES Program.

With interest and enthusiasm for this program growing we believe this will continue to contribute to increased functionality, resilience and economic development among Aboriginal and Torres Strait Islander families within the ACT.

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 religious 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.

Table C.22.1 ACT Policing’s multicultural services and programs

FOCUS AREA

PROGRESS

Languages

Interpreter and translator services

We engage Translating and Interpreter Services (TIS) to ensure that people can exercise their rights in accordance with s. 27 of the 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 TIS and relay this information to an ACT Policing representative that sits on an advisory panel for TIS. Our representative will share the issue with the panel so that a mutual agreement can be made to address the service requirement.

Multicultural liason 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 and 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 and non-English speaking people.

Children and young people

Youth Liaison Team

The Youth Liaison Team (YLT) primarily engages, diverts and provides referral options for youth engaging in “at-risk” behaviour and contributes to the community by providing the mechanisms for young people to feel empowered and motivated to choose pathways that do not involve them in criminal activities.

The YLT works within the bounds of the Youth Justice Blueprint 2012–22 and Australia’s multicultural policy, The People of Australia, and is committed to providing equitable service delivery as outlined in both documents.

When dealing with a person from a culturally diverse background, YLT members often seek advice and direction from either a MLO or a member of the Aboriginal Torres Strait Islander Community Engagement Team. In the more complex cases, YLT members will work in partnership with a member from the above-mentioned teams to ensure the incident/investigation/engagement is managed with the required sensitivity, knowledge and professionalism.

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 (CLOs) regularly engage with senior members of our community including those from a multicultural background. CLOs provide the ACT multicultural aged community with a home and personal safety package which provides information on crime prevention strategies in an easy-to-understand format.

During this reporting period our senior liaison officers (SLOs) attended Seniors Week and the Canberra Retirement Expo to engage one-on-one with seniors.

Women

Presentation for Aboriginal and Torres Strait Islander women in the community

The Victims of Crime team has developed a presentation specifically aimed at culturally and linguistically diverse and Aboriginal and Torres Strait Islander women in the community.

The presentation focuses on family violence and how they can seek help, through the police and other government and non-government agencies. This presentation is particularly useful for women from countries or ethnic backgrounds where family violence forms part of culturally acceptable behaviours.

During the reporting period a senior Victims of Crime officer addressed 30 newly arrived migrants and refugees at the Migrant Advisory and Settlement Service and a group of Aboriginal and Torres Strait Islander women in Belconnen.

This presentation will continue to be delivered as it is considered essential for the issue of family violence to be discussed openly, and victims need to be aware of their rights under ACT law.

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 continue 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 run information sessions about security and legislation awareness to migrants, refugees and asylum seekers, and to international students through Canberra universities and the Canberra Institute of Technology. During these sessions, emphasis is given to driving laws, home and personal safety and domestic violence.

The MLO is also a participant in the Refugee, Asylum Seeker & Humanitarian Coordination Committee under the auspices of the ACT Office of Multicultural, Aboriginal and Torres Strait Islander Affairs (OMATSIA). This is a multi-agency committee involving government and non-government agencies involved in the CALD/refugee environment.

The MLO also engages with Migrant and Refugee Settlement Services (MARSS) and participates in a number of their programs. These programs include MARSS new arrival programs, refugee orientation seminars and the MARSS Local Area Coordination meeting. These programs are conducted with other agencies involved in the local CALD environment.

Intercultural harmony and religious acceptance

Community partnerships and meetings

Our MLOs attend ongoing external stakeholder meetings which include the Department of Immigration and Citizenship (DIAC), MARSS, and 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. The MLO also gathers important information about these cultures and uses this intelligence to enhance presentations that are delivered 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 that they are comfortable with interactions with these organisations.

The MLO is also a member of the Canberra Multicultural Community Forum (CMCF). By attending this forum the MLO has input into Canberra’s multicultural community from a political perspective. The members and advisers of the committee come from a cross-section of Canberra’s multicultural community.

The MLO has contact with the DIAC, which keeps them informed about issues experienced by new Australians. This often presents opportunity for police to assist these people in the settlement process by either providing general information on police issues, or addressing specific police-related problems experienced by new migrants/refugees. Our relationship with DIAC has led to the MLO being introduced to community leaders from various cultures within Canberra.

Cultural awareness training

Our MLOs continue to provide cultural awareness training to our officers, predominantly those who work on the frontline. The training aims to educate the officers about different cultures and religious beliefs and how the cultural experiences and beliefs may impact on the way people interact with police.

2012 Eid-al-Fitr festival

ACT Policing launched the inaugural Eid-al-Fitr in 2010, and continued its commitment through sponsorship of the 2012 festival. Between 10 000 and 15 000 people attended the festival, with police engaging 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 that older people are afforded the opportunities to achieve independence, participation, care, self-fulfillment and dignity.

We do this specifically through the culture we foster, and through our crime prevention function which aims to work with seniors to help them be aware of their home and personal safety and to minimise the risk of them becoming a victim of crime.

The experience and skills of our seniors’ community, and the associated knowledge, has long been recognised as valuable, but often untapped, resource. Our senior citizens, many of whom are now retired, particularly those with law enforcement backgrounds, provide experience that can only be acquired “on the job”. These citizens are excellent mentors for our new recruits, and we often secure the services of former members in this capacity.

Our Volunteers in Policing (VIPs), many of whom are senior citizens, are living proof of how important seniors are to the community and are great examples of the benefits that can be gained from positive ageing opportunities. The combined life experiences and wisdom of our volunteers provides an invaluable service to our frontline members and to the public. More information about our VIPs can be found at C.6: Human resources performance.

Information and communication

Our senior liaison officers (SLOs) in Crime Prevention continue to work with seniors to give them information and advice to help them avoid becoming a victim of crime. To ensure older people are supported and encouraged to actively participate in their community, the SLOs engage with relevant ACT Government agencies and non-government organisations that have responsibility for the care of aged people, disability groups and their carers. These engagements include working with the:

• ACT Health Directorate

• Office of Fair Trading

• ACT Office for Ageing

• Department of Disability, Housing and Community Services

• territory and municipal services – Canberra Connect

• Department of Education and Training

• Department of Veterans’ Affairs.

In addition, the SLOs liaise with community organisations such as Conflict Resolution Service, retirement villages throughout the ACT, and Neighbourhood Watch. The Red Cross also distributes the ACT Policing home and personal safety booklets to senior members of the community.

Participation in seniors’ events

Along with directly engaging with senior citizens through Crime Prevention or on the frontline, we actively participate in events attended by senior citizens.

We supported ACT Seniors Week in March 2013 by attending the Chief Minister’s breakfast and through a stall at EPIC. This provided our officers with the opportunity to speak with approximately 1500 Canberra citizens.

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 15 000 people attended the expo.

Health and wellbeing

ACT Policing is a member of the Elder Abuse Prevention Network and works with government agencies and community organisations to prevent and respond to the emotional and physical abuse against the elderly in the community.

SLOs also work with the community to build resilience against frauds and scams committed against the elderly.

During the reporting period, SLOs and Crime Prevention (CP) members conducted doorknocks at 10 seniors’ residential complexes to distribute home and personal safety booklets and to engage with residents.

Following the reporting of scams and similar incidents, SLOs and CP members doorknocked nearby areas to notify residents and support resilience against scams and frauds, in which the primary targets are senior citizens.

SLO and CP staff attended neighbour days at Malahide Gardens, Wanniassa and Regalia Gardens, Rivett where it was possible to engage with community residents including seniors and assist in encouraging cohesiveness and harmony in the community.

Respect, valuing and safety

The experience and skills of our senior community, and associated knowledge, is recognised as a valuable resource by ACT Policing. 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” and as such, provide excellent mentors to our new recruits. We often secure the services of former members to do just this.

ACT Policing frequently make referrals to SupportLink to provide support to victims and witnesses to criminal activity, bereaved families and to vulnerable, aged or at-risk people. The service is available to all persons regardless of age, background or socio-economic status. SupportLink provides a referral mechanism between police and social support services to increase the opportunity for persons in need to receive the appropriate social support relevant to their circumstances. SupportLink works directly with police and other emergency services.

One of the programs – the Home Safety Program – is designed to assist ACT residents in improving the security of their homes and to minimise other preventable risks, such as fire or injuries caused by falls. This program is supported by a range of other agencies including ACT Policing, ACT Fire and Rescue, ACT Ambulance Service, Emergency Services Agency and Neighbourhood Watch.

Support services

Direct involvement with senior citizens

During this reporting period our SLOs conducted 68 individual contacts with senior citizens in our community, which resulted in a number of follow-up home visits and telephone calls. We also delivered 37 group presentations to seniors’ groups at churches, retirement villages and community centres, which also included presentations to disability groups and carers. SLOs also conducted training for staff at retirement complexes and conducted three Crime Prevention through Environmental Design (CPTED) assessments.

Our SLOs interact with and inform individual community members and groups who may be disadvantaged, vulnerable or are elderly, by attending their homes or community centres 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 they have in police

• improve individual confidence to control their own personal safety

• empower senior citizens to act on suspicious behaviour and contact ACT Policing (including ensuring correct contact numbers are known)

• provide advice on how to secure property.

Work and retirement

Our VIPs, too, support positive ageing. Many of our volunteers are senior citizens who have ceased to work in paid employment, but have continued to make a valuable contribution to the community through their involvement in volunteer work. Aside from providing an important support service to ACT Policing, the volunteers can gain satisfaction from knowing that they make a significant and productive contribution to the community they live in. The volunteers’ enthusiasm for what they do has a flow-on effect to the rest of the community, and this enthusiasm encourages others to consider volunteer work in their retirement.

More information about our events and engagement with the community can be found at 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 continued 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. New patrol rostering patterns will be introduced on 12 September 2013, providing 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 requiring 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 fulfill their family obligations, as working in an operational capacity provides them with the strongest degree of job satisfaction.

The roster review project has included an extensive 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 October 2012 and May 2013 we again 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. ACT Policing, as well as the AFP, have representation on this forum.

“Anything but everyday” – national recruitment campaign

During this reporting period the AFP revisited its “Anything but everyday” 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 again used with a specific section on “Women in policing”.

National and ACT Policing Human Resources attended the 2013 National Multicultural Festival to promote the recruitment drive and to encourage women considering a career in policing to join.

As a result of this campaign a total of 920 applications were received from people who believe they have what it takes to become an ACT community police officer.

From the 920 applications, 88 base recruits successfully completed a rigorous program of testing and selection, based on academic and physical aptitude, determination and resilience.

During this reporting period the 88 new members officially joined the ranks of ACT Policing, and have been deployed to stations across the ACT. Of the 88, 17 were women.

Women in leadership roles

At 30 June 2013 the ACT Policing executive team comprised six women: Commander Charmaine Quade; Superintendents Cathy Grassick, Justine Gough and Kylie Flower; Coordinator Marina Simoncini; and Corporate Services Project Officer Liz Nicholls.

Social

White Ribbon Day – Men in Uniform

On Saturday 24 November 2012 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 the condemnation of violence against women.

The stalls were held in all major Canberra shopping centres and Bunnings stores. Uniformed male members from the AFP (Specialist Response Group, General Duties and Recruits), the Australian Defence Force (Air, Force Navy and Army) and Emergency Management Agencies (ACT Fire and Rescue, ACT Rural Fire Service and the ACT Ambulance Service) manned the stalls.

White Ribbon Day Ambassador and Chief Police Officer for the ACT Roman Quaedvlieg (until May 2013), manned the Canberra Centre stall, while Deputy Chief Police Officer David McLean (until December 2012) and Deputy Chief Police Officer David Pryce manned the Westfield Woden (which raised the most amount of money) and Bunnings Tuggeranong respectively.

The collaboration of AFP, Defence and Emergency Services members raised a record $30 443 for the White Ribbon Foundation at the “Men in Uniform” campaign, $10 000 more than the 2011 campaign.

Statistics show a 24 per cent decrease over the past three years in the number of family violence incidents attended by police in the ACT. Although not directly linked to the campaign, these results are a positive sign that the messages of the White Ribbon Day campaign are getting through, community is less tolerant of this type of crime and people are becoming more confident in reporting family violence to police.

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 what 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

ACT Policing sponsored approximately 20 members, including recruits, to attend the Australasian Council for Women and Policing (ACWAP) professional development forum and awards dinner at the Rex Hotel on 26 October 2012. Several ACT Policing members were nominated for awards and received awards.

Many ACT Policing members contributed testimonials which were featured in the ACWAP journal in April 2013.

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 (IWD) several members of ACT Policing attended the United Nations’ IWD lunch at the Convention Centre.

National Women’s Advisory Group

The National Women’s Advisory Group (NWAG) 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.

On 31 October 2012 members of the NWAG facilitated a session in relation to identifying strategies for improving the recruitment of women in the AFP, which was hosted by National Manager, Human Resources. The facilitated forum explored questions relating to marketing the AFP as an employer of choice for women and perceptions women might have in relation to policing as a career. ACT Policing members assisted in organising, and attended the forum, while also inviting members of the public to participate.

Members of the NWAG, including members from ACT Policing, have been involved in a range of recruitment activities including:

• input into the advertising campaigns (including the Fitness First ads)

• interviews with media outlets and magazines (including Canberra Weekly)

• presentations to local schools (including Merici College and Mary MacKillop College) and local female sports clubs (including women’s AFL teams).

 Members of the NWAG, including members from ACT Policing, attended a Navy Women’s Network workshop on 14 September 2012, which included a presentation by the manager, AFP National Communications, on the Broderick Review.

Women’s mentoring program

The AFP has a mentoring program available for women returning from maternity leave. The program connects them with a mentor who can help them in their transition back into the workforce. Several members of ACT Policing are participating in this program.

Sergeant sharan – slater program manager, volunteers in policing program

Sergeant Sharan Slater has spent every one of her 30 years with the AFP working in ACT Policing.

“I joined the AFP in 1983 with the expectation it would be an exciting and rewarding career – it definitely has been!”

Sharan is responsible for the efficient and effective management and deployment of a team of 46 police volunteers throughout ACT Policing.

Sharan rises to the challenge of managing a diverse and talented group of people outside mainstream policing.

“The assistance of Volunteers in Policing frees up sworn members to focus on core duties and responsibilities.

“The voluntary hours provided by police volunteers enhance ACT Policing’s capacity significantly to meet Canberra community expectations.”

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 (Cwth), and abides by the legal service directions issued by the Australian Government Attorney-General.

As an Australian 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: 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.

Senior Constable Scott Sindel – Specialist Response Group, Maritime

Senior Constable Scott Sindel has worked with ACT Policing since 2002. He started in General Duties at Tuggeranong, and has also worked in Property Crime, City Beats and Tactical Response. Scott is now part of the Specialist Response Group (SRG), Maritime team.

The SRG Maritime team is responsible for conducting patrols on Lake Burley Griffin, and other waterways in the ACT including Corin, Bendora and Cotter dams. The team also provides specialist maritime support to the AFP’s National office.

The team is also responsible for developing standard operating procedures and the safety management system for the AFP’s vessels, both locally and in areas such as the Cocos Islands, Christmas Island and the Solomon Islands.

“I get the opportunity to work in a small team of interesting people. Given the diverse nature of our responsibilities, I also get to work on a variety of projects.

“We provide general water police coverage using a number of different vessels, including jet skis. We are also trained in swift water rescue, tactical boat operations and policing diving.”

C.27: Property crime reduction

As part of the 2012–2013 Ministerial Direction, we undertook to work with partner agencies to implement the 2012–2015 Property Crime Reduction Strategy. As outlined in the strategy, there are three key objectives: stopping the cycle of offending; engaging the disengaged; and creating a safer, more secure community. Each of these is discussed below.

1. Stopping the cycle of offending – justice reinvestment

The Community Helping Aboriginal Australians to Negotiate Choices leading to Employment and Success (CHANCES) Program is focused on Aboriginal and Torres Strait Islander people who were deemed to be at risk of homelessness, re-offending or facing long-term unemployment. The participants may have had some experience with the criminal justice system, while others may be under the care of the Office for Children, Youth and Family Support (OCYFS). The program also involves and supports the participants’ immediate families through a dedicated homework club and childcare service at the training facility.

While this program is targeted at Aboriginal and Torres Strait Islander adults, it is also seen as a very positive experience for the children who attend with their parents or carers. The children see their parents in a learning environment, are given dedicated assistance with homework and have a family meal at the end of each session. The children’s teachers have reported an increased level of engagement and participation within class as an outcome of their attendance at the homework club.

The Youth Liaison Team (YLT) has a strong focus on early intervention and prevention, or minimisation, of contact by young people with the youth justice system. The YLT engages with young people if they are identified as being at risk of offending. The YLT refers young people to support services that will help them in dealing with problems that may be a contributory factor in their behaviour. The YLT believes that this early intervention to divert a young person’s bad behaviour can prevent escalation of that behaviour and involvement in criminal activities.

In addition, the promotion and use of drug and alcohol diversionary practices is supported and reinforced by the YLT as a means of clearing an offence, as is referral to the Restorative Justice Unit for diversionary conferencing.

However, if a drug or alcohol diversion or diversionary conference are not appropriate for clearing an offence, the YLT promotes the use of a Caution or a Simple Cannabis Offence Notice (SCON) as a legitimate diversionary process.

More information on the CHANCES Program see sections C.16: Community grants and sponsorship and C.21: Aboriginal and Torres Strait Islander reporting.

2.Engaging the disengaged – the role of early intervention

As an early intervention strategy, the YLT involves disengaged young people in the Early Intervention Pilot Program (EIPP). The EIPP aims to provide intervention and education to young people early in their “drinking careers”. Data on young people and alcohol is collected, with a view to reducing harm, binge drinking and associated social and health problems in the community. ACT Policing has fully implemented this program (located in Crime Prevention) and integrated it with community policing practices.

The YLT provides intensive individualised support to children and young people through its work in conjunction with OCYFS and other agencies. The dedicated care teams deliver support for the most at-risk young people who need more intensive support and help. Young people who are identified as being “at risk” are a special focus of the YLT, who source services that will assist with the specific needs of these young people and divert them from being involved in, or continuing with, anti-social or criminal behaviours.

The YLT has diverted 96 young people for under-age drinking since the inception of the Property Crime Reduction Strategy in May 2012. The YLT Youth Reception teams are now included in any ACT Policing operation where there is the potential to engage with young people involved in under-age drinking. Across ACT Policing, since the inception of the program in December 2010, 386 young people have been diverted for under-age drinking. The YLT has also coordinated drug diversion programs in instances of minor drug possession where a person has been apprehended with drugs for personal use only and the person has admitted to the offence. The health-focused diversion involves participation in an assessment and treatment session designed to stop the cycle of drug use in its early stages.

In November, ACT Policing and the Restorative Justice Unit implemented the second phase of a trial to refer young first-time offenders, with an eligible offence, to restorative justice. The first phase of that trial focused on all Aboriginal and Torres Strait Islander young first-time offenders and, due to its success, the second phase was expanded to include all young first-time offenders. This trial supported the ACT Government’s Blueprint for Youth Justice in the ACT 2012–2022.

3. Creating a safer, more secure community – supporting victims of crime, making buildings and public places safer and ensuring cars are secure

In the 2012–13 Purchase Agreement (See Appendix 3), measure 31 requires ACT Policing victim liaison officers (VLOs) to provide contact with at least 75 per cent of victims of indictable crimes that have been reported to police. In response to this requirement, the VLO Team has developed a program that delivers relevant and robust support services to victims of crime.

The primary aim of victim contact is to improve public perception of crime, reduce re-victimisation within the ACT community, and develop better relationships between the community and ACT Policing.

The Victims of Crime (VOC) Team responds to the needs of victims by making phone and written contact and personal visits to help them with information about a range of issues including assistance in navigating their way through the criminal justice system, preparing victim impact statements, access to support for court appearances, case status updates, and referral to counselling and support services.

As at 30 June 2013, the VLOs exceeded the 75 per cent target to achieve 82.5 per cent of successful contacts with victims of indictable crime. This achievement is indicative of the commitment and dedication of the VLOs in providing support to victims of crime and members of the broader community.

To help ensure that cars are secure, we once again ran Project Safe Plate – an initiative aimed at decreasing the number of vehicle registration plate thefts and subsequent follow-up offences in the Canberra region.

By reducing the opportunity for criminals to source one of their tools, ACT Policing aims to reduce many types of crime.

ACT Policing has set a target of reducing motor vehicle theft by 20 per cent and burglaries by 10 per cent by the end of 2015.

During the reporting period, Project Safe Plate was held by the following police stations:

• Tuggeranong: In July 2012, 528 vehicles were fitted with tamper-proof screws in conjunction with Tuggeranong Hyperdome.

• Gungahlin: In March 2013, 284 vehicles were fitted with tamper-proof screws in conjunction with Gungahlin Marketplace.

• City: In May 2013, 176 vehicles were fitted with tamper-proof screws in conjunction with the Canberra Centre.

A total of 988 cars were fitted with tamper-proof screws during the 2012–13 financial year.

Each Project Safe Plate event involves members from General Duties, Crime Prevention, Media and Public Engagement, Traffic Operations, Volunteers in Policing and recruits from the AFP College. Neighbourhood Watch is also involved.

Our aim for the next reporting period is to hold one Project Safe Plate at each of ACT Policing’s stations, in partnership with a shopping centre or educational institution.

SECTION D Appendices

Appendix 1 2011–2016 Policing 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

Appendix 2 2012–2013 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

Appendix 3 2012–2013 Ministerial Direction

Appendix 4 Financial statements and statement of performance

Appendix 5 Offences Reported or Becoming Known in the Australian Capital Territory 2012–13

Appendix 6 Compliance Index

Appendix 7 Non-Compliance Index

Appendix 8 Abbreviations

Appendix 9 Glossary

Appendix 10 Index

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 whichinclude, 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:

a. 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;

b. AFP Professional Standards (PRS) enquiries relating to AFP employee engaged in providing Police Services under this Arrangement; and

c. 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:

a. the correctness of the report made of performance under the Purchase Agreement; and

b. 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:

a. in the first instance the ACT and AFP contact officers listed at clause 14.2 will use their best endeavours to settle the dispute;

b. 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:

a. For the AFP, Director Corporate Services on advice from the AFP, Chief Operating Officer; and

a. 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 commencementof 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

2012–13 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

2. 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.

3. 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 and Emergency Services, 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.

4. This Agreement will be read in conjunction with the Arrangement of 24 June 2011.

Parties

5. 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

6. Unless stated otherwise, definitions in the Agreement are the same as in the Arrangement.

Scope

7. 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.

8. The ACT’s purchaser interests covered by this Agreement include:

a) the policing outcome and all associated outputs to be provided, listing final goods and services

b) performance measures for the outputs, together with targets where appropriate

c) financial and resource reporting.

9. No variation of this Agreement is binding unless it is agreed in writing between the parties.

10. The policing outcome and associated outputs to be provided, the price for these outputs, and any additional payment arrangements known at the commencement of a financial year, performance measures and definitions are contained within Schedule 1 to this Agreement.

Police Resource Model

11. 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 2012–2016

12. The AFP Enterprise Agreement 2012–2016 (AFP EA) provides the terms and conditions for employment in the AFP for the period 8 March 2012 to 8 March 2016. In accordance with Clause 13.2 of the 2011–16 Arrangement, 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 ACT Minister for Police and Emergency Services of the likely implications of the proposed alterations.

Facilities and Structures

13. 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 determine the roles, responsibilities, resourcing and costs related to capital works, maintenance and upgrades.

14. 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.

Referral of Aboriginal and Torres Strait Islander Youth to the Restorative Justice Unit

15. During the period of the extended trial of this Agreement, ACT Policing will refer all eligible Aboriginal and Torres Strait Islander youth to the Restorative Justice Unit within the Justice and Community Safety Directorate to have their suitability for participation in a restorative justice conference assessed.

Billing and Payment Arrangement

16. The AFP will follow the general principles of Commonwealth Cost Recovery Guidelines where appropriate in the provision of policing services to the ACT Government.

17. Payments to the AFP will be on a pro-rata monthly basis in accordance with the 2012–2013 Appropriation Payment Schedule for ACT Policing.

Enabling Services Costs

18. Enabling services costs to support new initiatives will be included as part of any ACT Policing budget bids.

19. The Territory and AFP Responsible Officers, as defined under Clause 28 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

20. 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 Minister for Police and Emergency Services for the achievement of the policing outcomes 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.

21. Short-term variations to targets and priorities set by this Agreement may be determined by the ACT Minister for Police and Emergency Services, in accordance with Clause 6 of the Arrangement, including at the request of the Chief Police Officer, following consultation and with reasonable notice.

22. Such variations will be appended to this Agreement and should be within budget limits unless otherwise agreed.

23. 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

24. The Agreement shall apply for the period 1 July 2012 to 30 June 2013 in accordance with Clause 16.1 of the Arrangement.

Reporting

25. The Chief Police Officer shall report to the ACT Minister for Police and Emergency Services 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.

26. 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

27. 26. The mechanism for resolving disputes arising from this Agreement will be as follows:

a) in the first instance the Territory and AFP Contact Officers listed will use their best endeavours to settle the dispute; and

b) 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:

a) for the AFP, Director, Corporate Services on advice from the AFP Chief Operating Officer; and

b) for the Territory, Executive Director, Legislation and Policy Branch, Justice and Community Safety Directorate.

28. 28. For the purposes of the Agreement the Responsible Officers will be:

a) for the AFP, Chief Police Officer in consultation with the AFP Chief Operating Officer; and

b) for the Territory, Director-General, Justice and Community Safety Directorate,

29. 29. 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 AFP Commissioner and the ACT Minister for Police and Emergency Services.

Annual Report

30. 30. The Chief Police Officer shall also report annually to the ACT Minister for Police and Emergency Services, at a time nominated by the ACT Minister for Police and Emergency Services, on the provision of police services pursuant to the Purchase Agreement.

Future Agreements

31. 31. Performance measures recognising services delivered to specific police client groups will continue to be developed for inclusion in the 2013–2014 Purchase Agreement. Specific client groups might include victims of crime, those reporting criminal incidents and those requiring police services for non-crime related matters.

Minister for Police Emergency Services 22 June 2012

Australian Federal Police Commissioner 22 June 2012

 Chief Police Officer 22 June 2012

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

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.

Performance Measures1

Performance measures are an important element of determining the appropriate allocation of all resources in ACT Policing. Actual performance is rigorously measured and reported upon and, over time, informs decisions about adjustments to performance targets. To ensure any changes to targets do not have an adverse operational effect, gradual increases to performance targets have been made in this Purchase Agreement. Analysis of 2012–2013 performance may result in further phased changes to performance targets in future Agreements.

Measures

Target

Level of Crime

1. Number of offences against the person reported or becoming known per 100,000 population.a

800 or lessb1

2. Number of offences against property reported or becoming known per 100,000 population.a

8300 or lessb (The previous target was 8500)

3. Percentage of offences against the person cleared.

70% or moreb (The previous target was 67%)

4. Percentage of offences against property cleared.

15% or moreb (The previous target was 14%)

Perceptions of Crime

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.a,c,d

National Average or less

6. 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

7. Percentage of persons who are concerned about becoming a victim of housebreaking in the next 12 months. a,c,d

National Average or less

8. 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

9. Percentage of persons who feel safe at home alone during the day. a,c,d

National Average or more

10. Percentage of persons who feel safe at home alone during the night. a,c,d

National Average or more

Police Responsiveness

11. Response times for Priority One Incidents:

• Within 8 minutes;

• Within 12 minutes;

75% or more (The previous target was 60%)90% or more

12. Response times for Priority Two Incidents:

• Within 8 minutes;

• Within 12 minutes;

70% or more

(The previous target was 60%)

95% or more

13. 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

14. 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

15. Percentage of persons satisfied with most recent contact with police services.c,d

National Average or more

16. Percentage of persons who agree that police perform their job professionally.c,d

National Average or more

17. Percentage of persons who agree that police treat people fairly and equally.c,d

National Average or more

Road Safety

18. Number of road crashes resulting in death per 100,000 population.a

4.2 or lessb

19. Number of road crashes resulting in injury per 100,000 population.a

180 or lessb

20. Percentage of persons who self-report to driving 10km per hour or more over the speed limit. a,c,d

National Average or less

21. Percentage of persons who self-report to driving while not wearing a seatbelt. a,c,d

National Average or less

22. 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

23. Percentage of persons who self-report to driving when using a mobile phone. a,c,d

National Average or less

Supporting the Judicial Process

24. Percentage of briefs delivered to the DPP within the designated timeframe. f

75% or more

25. Percentage of cases finalised by offence proved in court.g,h

80% or more

26. Percentage of cases finalised by a not-guilty verdict or otherwise withdrawn.i,j

15% or less (The previous target was 18%)

27. Percentage of cases otherwise resolved. g,j,k

5% or less

28. Percentage of persons who perceive the following quality of life issues to be a problem in their neighbourhood a,c,d :

• speeding cars, dangerous or noisy driving

• graffiti/vandalism

• louts/gangs

• drunken/disorderly behaviour

National Average or less

29. Number of juveniles referred to diversionary programs l

76 or moren

30. Number of persons referred to community support agencies.

5400 (The previous target was 5100)

31. ACT Policing Victim Liaison Officers providing contact with victims of indictable crime reported to police. m

75%

32. Number of referrals to drug diversion programs (drug demand reduction effort).

80 or moreb

(The previous target was 65)

Schedule 1 – Notes

1. It is 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.

i. ACT Policing is continuing with an aspirational target in relation to reported offences against the person for 2012–2013 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 0.009 of alcohol per 100 mL 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 0.059 of alcohol per 100 mL 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 2008–2009 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 2012–2013 reporting period.

n. This is quantitative data only to enable the provision of data during the extended trial of referral of Aboriginal and Torres Strait Island youth to the Restorative Justice Unit (see pp. 14–15).

Schedule 1: Definitions

TERM

DEFINITION

Offence

A breach of the criminal law

Offences against the person

Offences against the person include homicide, assaults, sexually based offences, kidnap and related offences, 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

Offence cleared – Offences that are cleared by any method including, but not restricted to, arrest, caution, summons, charge withdrawn, unfounded, court attendance notice, charge before the court, diversionary conference, simple cannabis offence notice, complaint withdrawn by victim, offender identified – child under 10 years old, assault – inadequate evidence to support allegation or civil reconciliation between offender and victim.

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 nine 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:

i. is in the company, care, custody or control of a member or special

ii. member, and is restricted from leaving that company for the time being;

iii. member, and is restricted from leaving that company for the time being;

iv. is placed in a holding room;

v. is lodged in police cells or an area or facility controlled by police; or

vi. 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.

ACT Policing Victim Liaison Officers (VLOs) contact victims either via phone, letter or face to face. The VLOs may contact victims of the following indictable offences

1. Family Violence;

2. Homicide;

3. Stalking;

4. Assault;

5. Sexual Assault (including Acts of Indecency and Indecent Exposure);

6. Kidnapping;

7. Robbery; and

8. 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 932 AFP employees engaged in the provision of community policing services to the ACT for financial year 2012–13 (831 FTE plus 101 FTE enabling). This number is a budgeted figure only, acknowledging that actual staffing levels will vary at any given time. 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 ACT Minister for Police and Emergency Services 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 ACT Minister for Police and Emergency Services 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 2012–2013:

a. ACT Budgeted Full-Time Equivalents (FTE) of 932 FTE (831 FTE plus 101 FTE (enabling)) = $146,194,000.

b. 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

1. 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.

2. The professional standards of the AFP apply to all AFP appointees in Australia, its territories and overseas.

AFP Core Values

3. 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

AFP Code of Conduct

4. 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 :

8.1. An AFP appointee must act with due care and diligence in the course of AFP duties.

8.2. An AFP appointee must act with honesty and propriety in the course of AFP duties.

8.3. An AFP appointee must act with fairness, reasonableness, courtesy and respect, and without discrimination or harassment, in the course of AFP duties.

8.4. 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.

8.5. An AFP appointee must comply with any lawful direction given by a person who has the authority to give such direction.

8.6. 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.

8.7. 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.

8.8. An AFP appointee must use and manage Commonwealth resources in a proper manner.

8.9. An AFP appointee must at all times behave in a way that upholds the good order and discipline of the AFP.

8.10. 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.

8.11. 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.aulonline_forms/complaints_form);

• attending or telephoning any AFP police station or office,

• contacting or writing to Professional Standards, or

• the Commonwealth Ombudsman.

Complaint Management Teams

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

Whilst 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 (Attachment 1);

• Complaint trends;

• 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:

i. relates to minor management matters or customer service matters; or

ii. 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:

i. minor misconduct by an AFP appointee; or

ii. inappropriate conduct that reveals unsatisfactory behaviour by an AFP appointee; and

conduct that:

i. would otherwise be category 1 conduct; and

ii. warrants, because of its repeated nature, being treated as category 2 conduct; and

conduct of that kind does no warrant being treated as category 3 conduct.

Category 3 conduct

Category 3 conduct is:

i. serious misconduct by an AFP appointee; or

ii. conduct that raises the question of whether termination action should be taken in relation to an AFP appointee; or

iii. 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 an issue whether a person who is, or has been, a staff member of a law enforcement agency:

i. has, or may have, engaged in corrupt conduct; or

ii. is, or may be, engaging in corrupt conduct; or

iii. will, or may at any time in the future, engage in corrupt conduct.

Appendix 3: Ministerial Direction

Minister for Police and Emergency Services

Simon Corbell MLA

This Ministerial Direction is issued under Section 6 of the Policing Arrangement between the Commonwealth and ACT governments and outlines the ACT Government’s priorities and expectations for the Australian Federal Police (AFP) and the Chief Police Officer for the ACT. This direction is to be read in conjunction with the 2012–13 Purchase Agreement between the Minister for Police and Emergency Services, 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 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 on 24 June 2011 for a further five years. 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 and the agreed price for those services. Consistent with this agreement I expect ACT Policing to pay due attention to all elements in the Purchase Agreement.

Special area of focus

The ACT Government expects the AFP to give special emphasis to the following issues during the financial year 2012–13:

• 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.

Reporting

The ACT 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

27 June 2012

Appendix 4: financial statements and statements of performance

Appendix 5: OFFENCES REPORTED OR BECOMING KNOWN IN THE ACT 2012–13

OFFENCES TYPE

OFFENCES REPORTED

OFFENCES CLEARED

CLEAR-UP RATE

MALE CHARGES

FEMALE CHARGES

TOTAL CHARGES

Offences against the person

Homicide and related offences

Murder

1

1

100%

1

0

1

Attempted murder

1

1

100%

0

1

1

Conspiracy to murder

0

0

-

0

0

0

Manslaughter

1

1

100%

0

0

0

Driving causing death

2

1

50%

2

0

2

Homicide unspecified

0

0

-

0

0

0

Total homicide and related offences

5

4

80%

3

1

4

Assaults (excluding sexual)

Assault causing GBH

27

20

74%

22

9

31

Assault causing ABH

375

256

68%

182

49

231

Assault other

1739

1300

75%

553

123

676

Total assaults (excluding sexual)

2141

1576

74%

757

181

938

Sexual offences

Sexual assault –1st, 2nd, 3rd or degree

12

4

33%

6

0

6

Sexual intercourse, no consent

67

74

110%

17

0

17

Sexual intercourse, person < 16 yrs

65

59

91%

28

6

34

Indecent act, assault

37

25

68%

1

0

1

Indecent act, no consent

52

35

67%

40

0

40

Indecent act, person < 16 yrs

75

66

88%

63

8

71

Incest

16

15

94%

5

0

5

Indecent exposure

34

12

35%

3

0

3

Abduction (sexual intent)

1

1

100%

0

0

0

Total sexual offences

359

291

81%

163

14

177

Other offences

Kidnap

12

8

67%

18

0

18

Other offences against the person

54

31

57%

50

3

53

Total other offences

66

39

59%

68

3

71

Total other offences against the person

2571

1910

74%

991

199

1190

Offences against property

Robbery

Armed robbery

85

30

35%

38

6

44

Other robbery

82

31

38%

15

8

23

Total robbery

167

61

37%

53

14

67

Blackmail and extortion

Blackmail and extortion

0

0

-

1

0

1

Burglary

Burglary dwellings

1532

148

10%

128

14

142

Burglary shops

259

20

8%

31

5

36

Burglary other

450

43

10%

49

4

53

Total burglary

2241

211

9%

208

23

231

Fraud and misappropriation

Fraud

426

400

94%

219

305

524

Counterfeiting

13

1

0%

1

0

1

Misappropriation

0

0

0%

0

0

0

Total fraud and misappropriation

439

401

91%

220

305

525

Handling stolen goods

Receiving

2

1

50%

4

0

4

Unlawful possession

104

85

82%

110

37

147

Other handling stolen goods

4

8

200%

0

0

0

Total handling of stolen goods

110

94

85%

114

37

151

Theft or illegal use of a vehicle

Motor vehicle theft

862

73

8%

115

11

126

Bicycle theft

535

9

2%

5

2

7

Boat theft

5

0

0%

0

0

0

Aircraft theft

0

0

-

0

0

0

Other vehicle theft

0

0

-

0

0

0

Unspecified vehicle theft

0

0

-

0

0

0

Total theft or illegal use of a vehicle

1402

82

6%

120

13

133

Other theft

Stock theft

2

0

-

0

0

0

Shop stealing

1423

648

46%

309

223

532

Theft at burglary – dwellings

900

94

10%

81

6

87

Theft at burglary – shops

148

16

11%

18

9

27

Theft at burglary – other

212

21

10%

25

1

26

Other theft

6799

502

7%

189

88

277

Total other theft

9484

1281

14%

622

327

949

Property damage

Arson

208

12

6%

8

3

11

Damage at burglary – dwellings

89

13

15%

29

1

30

Damage at burglary – shops

20

4

20%

13

0

13

Damage at burglary – other

43

1

2%

10

0

10

Other property damage

5122

598

12%

362

73

435

Total property damage

5482

628

11%

422

77

499

Environmental offences

Pollution

3

3

100%

0

0

0

Flora and fauna

2

0

0%

1

0

1

Other environmental offences

6

4

67%

0

0

0

Total environmental offences

11

7

64%

1

0

1

Total offences against property

19336

2765

14%

1761

796

2557

Offences against good order

Government security/operations

61

65

107%

100

27

127

Justice procedures

1424

1268

89%

2035

442

2477

Firearms and weapons

192

165

86%

197

30

227

Other offences against good order

885

660

75%

446

163

609

Total offences against good order

2562

2158

84%

2778

662

3440

Drug offences

Possess and use drugs

417

392

94%

376

76

452

Deal and supply drugs

38

49

129%

58

8

66

Manufacture and grow drugs

25

21

84%

19

2

21

Other drug offences

19

8

42%

1

0

1

Total drug offences

499

470

94%

454

86

540

Traffic offences

Drink and drug driving offences

1274

1235

97%

1140

253

1393

Dangerous and reckless driving

87

79

91%

131

17

148

Driving licence offences

869

830

96%

877

210

1087

Other motor vehicle, traffic and related offences

2823

2461

87%

1106

257

1363

Total traffic offences

5053

4605

91%

3254

737

3991

Other offences not elsewhere classified (nec)

Other offences nec

179

89

50%

58

11

69

All offences

30200

11997

40%

9296

2491

11787

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

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: Notices of non-compliance

C.27: Property crime reduction

Appendix 7: NON-COMPLIANCE INDEX

This report has been prepared in accordance 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 for a department, nor 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 2011–13 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.

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 Work 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 does 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 are therefore not subject to Division 6.8 of the Work Safety Act 2008.

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 (Cwth), and abides by the Legal Service Directions issued by the Commonwealth Attorney-General.

C.26: 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

A&TSICET

Aboriginal and Torres Strait Islander Community Engagement Team

ABS

Australian Bureau of Statistics

ACAT

ACT Civil and Administrative Tribunal

ACC

Australian Crime Commission

ACLEI

Australian Commission for Law Enforcement Integrity

ACT

Australian Capital Territory

ACTION

ACT Internal Omnibus Network

ACTT

Alcohol Crime Targeting Team

ACTPAC

ACT Police Assistance Centre

ACWAP

Australasian Council for Women and Policing

AFP

Australian Federal Police

AFPA

Australian Federal Police Association

AJC

Aboriginal Justice Centre

AJA

Aboriginal Justice Agreement

AMSA

Australian Maritime Safety Authority

ANAO

Australian National Audit Office

ANCOR

Australian National Child Sex Offender Register

ANZCTC

Australia New Zealand Counter Terrorism Committee

ANZPAA

Australia New Zealand Police Advisory Agency

AUSTRAC

Australian Transaction and Analysis Centre

BRT

Bomb Response Team

CAD

Computer Aided Dispatch

CaLD

culturally and linguistically diverse

CAM

Cost Attribution Model

CBR

chemical, biological, radiation

CCTV

closed circuit television

CHANCES

Community Helping Aboriginal Australians to Negotiate Choices leading to Employment and Success

CIN

Criminal Infringement Notices

CLO

Community Liaison Officer

CMCF

Canberra Multicultural Community Forum

CMT

Complaints Management Team

CO2e

Carbon Dioxide emissions

CO2e/m2

Carbon Dioxide emissions per square metre

CP

Crime Prevention

CP&I

Crime Prevention and Intelligence

CPR

Commonwealth Procurement Rules

CPTED

Crime Prevention Through Environmental Design

CRAMS

Complaint Recording and Management System

CWTH

Commonwealth

DART

Defence Abuse Response Taskforce

DIAC

Department of Immigration and Citizenship

DPP

Director of Public Prosecutions

DVI

Disaster Victim Identification

EA

Enterprise Agreement

EIPP

Early Intervention Pilot Program

EM&P

Emergency Management and Planning

EMC

Exhibit Management Centre

EPIC

Exhibition Park in Canberra

ESD

ecologically sustainable development

FPDP

Federal Police Development Programs

FTE

full time equivalent

FWT

flexible work team

HME

home-made explosive

HR

Human Resources

HSMA

Health and Safety Management Arrangements

ICCS

incident command and control systems

ICOPS

Interactive Constable on Patrol System

ICT

Information and Communication and Technology

IGCD

Intergovernmental Committee on Drugs

IPS

Information Publication Scheme

IWD

International Women’s Day

JaCS

Justice and Community Safety Directorate

JLEC

Joint Liquor Enforcement Committee

JP

Justice of the Peace

KPI

key performance indicator

Km

Kilometre

KW/h

Kilowatts per hour

L&D

Learning and Development

LAB

Liquor Advisory Board

LBV

load-bearing vest

LDMT

Learning & Development Management Team

M2

Metres Squared

MALT

Multi-agency Liquor Taskforce

MARSS

Migrant and Refugee Settlement Services

MHCPI

Mental Health Community Policing Initiative

MIEACT

Mental Illness Education Act

MLO

Multicultural Liaison Officer

MOS

Ministerial and Operational Support

MoU

memorandum of understanding

NDLERF

National Drug Law Enforcement Research Fund

NSCSP

National Survey of Community Satisfaction with Policing

NSCSPS

National Survey of Community Satisfaction with Police Services

NSW

New South Wales

NWAG

National Women’s Advisory Group

OCYFS

Office for Children, Youth and Family Support

OMATSIA

Office of Multicultural, Aboriginal and Torres Strait Islander Affairs

ORG

Operational Response Group

ORS

Office of Regulatory Services

OSS

Operations Support Sergeant

OTAS

Online Training Application System

PBIED

person-borne improvised explosive device

PCYC

Police and Community Youth Club

PDA

Performance Development Agreement

PERT

Performance, Evaluation and Review Team

POM

Public Order Management

PPDP

Pacific Police Development Program

PPE

personal protective equipment

PROMIS

Police Real-time Online Management Information System

PRS

Professional Reporting and Standards

PSO

Protective Service Officer

PTG

Police Tactical Group

RAPID

Recognition and Analysis of Plates Identified

RBT

random breath testing

RJU

Restorative Justice Unit

RRDT

Random Roadside Drug Testing

RSOT

Road Safety Operations Team

SAC

Strategic Accommodation Committee

SACAT

Sexual Assault and Child Abuse Team

SAMP

Strategic Asset Management Plan

SAP

Strategic Accommodation Plan

SCBA

Self-contained breathing apparatus

SCON

Simple Cannabis Offence Notice

SCPEM

Standing Council on Police and Emergency Management

SES

State Emergency Services

SLO

Senior Liaison Officer

SOCCC

Serious & Organised Crime Coordination Committee

SOG on OC

Senior Offices Group on Organised Crime

SPS

Suburban Policing Strategy

SRG

Specialist Response Group

SRS

Specialist Response and Security

TAMS

Territory and Municipal Services

TIS

Translating and Interpreter Service

UoF

Use of Force

VAB

Victims’ Advisory Board

VBIED

vehicle-borne improvised explosive device

VIP

Volunteers in Policing

VLO

Victim Liaison Officers

VOC

victims of crime

WHS

work health and safety

WMC

Workforce Management Committee

YLT

Youth Liaison Team

Appendix 9: GLOSSARY

TERM

DEINITION

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 in 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.

Full-Time Equivalent (FTE)

Full-time equivalent; for example, a part-time member working 20 hours per week has an FTE of 0.5.

Headcount

Member of ACT Policing – each member counted as 1 headcount regarless of hours they work.

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 100 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.

Police response

All police attendance to calls for assistance from members of the community that fit within the prioritised response model

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 plate” or “P plate” driver – no more than 0 g of alcohol in 100 mL of blood or 210 L of breath

(ii) special driver – no more than 0 g of alcohol in 100 mL of blood or 210 L of breath

(iii) for any other person – no more than 0.05 g of alcohol in 100 mL of blood or 210 L of breath.

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 (that is, by police attention) or if attendance by police is required. 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.

Appendix 10: INDEX

A

abbreviations 194

Aboriginal Australians and Torres Strait Islanders see also CHANCES Program

Community Engagement Team viii, 4, 29–30, 137

in Purchase Agreement 159

presentations for 142

reporting outcomes 137–40

Traineeship Program 35, 100–1

Aboriginal Justice Agreement 2010–2013: 137

Aboriginal Justice Centre 138

accommodation facilities 39, 124

accountability values 3

ACT... see also Canberra...

ACT

demographic changes in 32–3, 40

ACT Bushfire Memorial 29

ACT Children and Young People Death Review Committee 17

ACT Community Policing Medal xii, 30–1

ACT Crime Stoppers

activities reported by 4

calls to 28

dealing with reports from 8

importance of association with 36

rewards for information and 34

ACT Firearms Registry 9

ACT Health, association with 40

ACT Police Assistance Call Centre 28

ACT Policing

at a glance x–xii

centenary book launch xii

complaints reporting 87

Executive Committee 89

overview 13–24

presence at events 101

role of 2

structure and governance 3

ACT Policing News 10, 99

ACT Road Safety Strategy 2011-2020: 58

ACT Watch House 4, 11

ActewAGL Royal Canberra Show 70–1

administrative arrangements 18

AFP... see also Australian Federal Police

AFP Commissioner

complaints management role 93–4

launches centenary book 31

presents Community Policing Medals 31

renews Policing Arrangement 15

AFP Enterprise Agreement 2012–2016: 98, 100, 120, 158

AFP Executive Level Enterprise Agreement 2011: 120

AFP Workforce Plan 2012–2015: 100

age profiles of employees 104, 106–7

Alcohol Crime Targeting Team

events attended by 69–70

in crime prevention 4

partnerships with xi, 28, 35–6

Alcohol Free Zones 28

alcohol-related incidents

at public events 49

disorderly behaviour 61

diversionary programs 150

driving while over the limit 60

partnerships to reduce 36

school presentations on 72

alcohol testing of officers and staff 95

analysis of agency performance 48–62

Annual Report, in Purchase Agreement 160

‘Anything but everyday’ campaign 98, 145

asset management 39, 123–4, 136 see also capital works

asylum seekers, community engagement with 142

Audit Committee 84

AusTender 130

Australasian Council for Women and Policing 146

Australia–New Zealand Counter-Terrorism Committee 17

Australian and New Zealand Police Advisory Agency 17, 29, 37, 145

Australian Capital Territory see also ACT...; Canberra...

demographic changes in 32–3, 40

Australian Capital Territory (Self Government) Act 1988: 20

Australian Commission for Law Enforcement Integrity 85, 101

Australian Crime Commission 17, 25–6, 41

Australian Federal Police see also AFP...

ACT Policing supported by 16

AFP College 114

Audit Committee 84

BizSafe packs 50

Code of Conduct 87

complaints management 77, 168–9

Early Intervention Policy 100

Forensics unit 38, 70–1

Fraud Control and Anti-Corruption Plan 85

Government Relations Information Access (Freedom of Information) team 88

Graduate Program 100

ICT Portfolio 41

National Guideline on Health and Safety Management Arrangements 117

National Guideline on Occupational Rehabilitation and Return to Work 118

National Guideline on the Management of Records 133

National Human Resources Unit 101

NSW Police sworn in as Special Members 101

Ombudsman’s Report 77

organisational structure 2

Pacific Police Development Program 27

Professional Reporting and Standards unit 77, 86–7, 101, 167–9

relations with ACT Policing 101

Strategic Plan 2012-15: 96–7

targeted integrity testing by 85

Wellbeing Services 96

Australian Federal Police Act 1979 (Cth) 20–1, 86–7, 94

Australian Federal Police Association 96

Australian Federal Police Regulations 1979: 95

Australian Greenhouse Office 135

Australian National Audit Office 78

Australian National Child Sex Offender Register 6

Australian New Zealand Police Commissioners’ Forum 17

Avanti Ride Safe to School Day 74

B

Bailey, Nerida 134

Belconnen Police Station 127, 136

Bimberi Youth Justice Centre 16

Bunnings Warehouse, security initiatives 53, 67, 69

burglary, levels of 53–4

Business Committee 15, 84, 90

Business Liaison Team 4, 50

Byrne, Senior Constable Jason 39

Byron, Ashley 11

C

Cabinet submissions 121

CaLD groups see also Aboriginal Australians and Torres Strait Islanders

building relationships with 33

community engagement with 142

employees from 109

growth in numbers of people 40

police trainees from 35

Camilla, Duchess of Cornwall viii, 16, 25, 31

Campbell, Frank 26

Canberra... see also ACT...

Canberra Bushfires 10th Anniversary xi, 29

Canberra Lifestyle and Retirement Expo 57

Canberra Men’s Centre, sponsorship of 132

Canberra Multicultural Community Forum 142

Canberra Multicultural Festival 49

Canberra Women’s Network 146

capital works 125–9

carbon dioxide emissions 135

catering support from volunteers 103

cautions for speeding related offences 59–60

CHANCES Program

community engagement via 74

for Aboriginal and Torres Strait Islanders 74

number of completions viii

overview of 29–30

property crime reduction and 150

sponsorship of 131

support for 138–40

Chaplain, role of 99

Charles, Prince of Wales, visit by viii, 16, 25, 31

Chequered Ribbon Association 8, 103

Chief Minister’s Breakfast 71

Chief Police Officer

as patron of MION 101

at Men in Uniform stall 67, 145

board memberships 17–18

foreword by viii–ix

in Policing Arrangement 155

on AFP Audit Committee 84

on Executive Committee 89

role of 3

signs Policing Agreement 15

statement of transmittal iii

support for 11

Twitter account used by 33, 40

children, dealing with see Youth Liaison Team

City Beats team 28, 69–70

clients and stakeholders 11–12

climate change and greenhouse gas reduction 136

collaborative working 101–2

Collective, The 68

Comcare claims 118

Commissioner for the Environment 134

commitment values 2

Committee for Flexible Work Practices 98

Commonwealth Attorney-General’s Department 2

Commonwealth Financial Management and Accountability Act 1997 (Cth) 130

Commonwealth Fraud Control Guidelines 2011: 85

Commonwealth legislation siee legislation, administration of

Commonwealth Ombudsman

in Purchase Agreement 169

inspection of records by 78

lodging of complaints with 94–5

oversees complaint management 87

report on activities 77

report on Taser deployment 76

Commonwealth Procurement Rules 41

community engagement 4, 33, 66–76, 100

community grants and sponsorship 131–2

Community Liaison Team 30, 141

Community Services Directorate 16, 138

community support agencies, referrals to 62

compensation claims by employees 118

Complaint Recording and Management System 5, 77, 93–5

Complaints Management Team 16, 77, 91, 93–5

compliance index 191

Computer Aided Despatch system 45–6

condition audit for facilities 123

conduct issues, complaints over 95, 168–70

conferences attended 146

Confidant Network 95–6, 100

Constable Kenny Koala Program

co-ordination of 10

community engagement via 70–1

presentations by 74

redesign of xi, 20, 28

consultants, use of 130

contact information ii

contractors, use of 130

Corbell, Simon 6 see also Minister for Police and

Emergency Services

Corporate Services 10, 16

corruption issues 86–7

cost attribution methodology 166–7

Crash Investigations and Reconstruction Team 8

Crime and Safety Management output 2, 13, 45, 48–58

Crime Prevention and Intelligence

community consultations 72–4

evaluation of 14, 18–19

Expo display 57

formed by amalgamation 3–4

future priorities 38

role of 3–6

Crime Prevention output 2, 13, 45–6, 61–3

Crime Prevention Through Environmental Design Assessments 50, 144

crime statistics see also perceptions of crime

CrimeStatistics maps 34, 88

evaluation of 13, 48

offences against property 49–52, 150–1, 189

offences against the person 48–51, 188

offences proved in court 61

offences reported or becoming known 188–90

on website 40

reporting of 88

sexual assault 25, 52

traffic offences 190

Crime Stoppers see ACT Crime Stoppers

Crime Targeting Teams 35

Crimes (Controlled Operations) Act 2008 (ACT) 78

Crimes (Surveillance Devices) Act 2010 (ACT) 78

Criminal Infringement Notices for alcohol-related crimes 36

Criminal Investigations

high-profile investigations xii, 32

operations by 25–6

responsibilities of 5

review of modelling 33

CrimTrac Board 17

Crisis Assessment and Treatment Team 17–18

Crocker, Detective Sergeant Tony 5

cross-border collaborations 101

cross-government partnerships 102

cultural awareness training 142

culturally and linguistically diverse groups see CaLD groups

custody, persons in, by age and ethnicity 137

D

Defence Abuse Response Taskforce 32

definitions in Purchase Agreement 163, 167

Deputy Chief Police Officers

at Men in Uniform stall 67, 145–6

board memberships 17–18

Constable Kenny Koala re-launched by 70

on Executive Committee 89

role of 3

development see Learning and Development unit

Diploma of Public Safety (Policing) qualification 98

direction setting mechanisms 14–16

Director Corporate Services 3, 89

Director of Public Prosecutions 61

disorderly behaviour 61

dispute resolution 157, 159–60

District Intelligence Officers 38

diversionary programs, juveniles referred to 61–2, 150

Domestic Violence Crisis Service 146

Drug and Alcohol Diversion Team 30

drug-related incidents

charges laid for 62

diversionary programs 150

numbers of 190

school presentations on 72

drug testing of officers and staff 95

Drugs and Organised Crime team 33

drunkenness see alcohol-related incidents

E

early intervention strategies 4, 62, 117, 150

Eastman, David Harold 32

ecologically sustainable development 135

Eid-al-Fitr festival 131, 142

Elder Abuse Prevention Network 143

Emergency Management and Planning 9, 114

Emergency Services Agency 16

employees see staffing

energy use 135

Environment Protection Act 1997 (ACT) 135

environmental issues 146

equity and diversity in employees 109

equity, public perception of 57–8

Evans, Bill 81

excellence values 2–3

Executive Committee 15, 89–90

Executive Steering Committee 15, 90, 97

Exhibit Management Centre 9

expenditure analysis 43

external security 75–8

external sources of labour and services 130

extradition of criminals from interstate 26

F

fairness values 3

Family Violence Intervention Program 4, 146

Federal Policing Development Program 99, 116, 121

Finance and Logistics 10

Financial Management Accountability Act 1997 (Cth) 85

Financial Management and Accountability Regulations 1997: 130

financial performance 42–4, 165–6, 172–9

First Instance Warrants xi, 26

fiscal environment 41

flexible work options 35, 98, 145

Flower, Superintendent Kylie 29

force, use of by police 96–7

fraud prevention 85

Freebody, Terrence 25

Freedom of Information issues 88

Front Up program 138

future priorities 38–9

G

gangs 61

glossary 195

governance

internal and external security 75–8

internal audit 84

internal governance framework 15–16, 89

management discussion and analysis 42–3

government contracting 130

graffiti 61

grants 131

Green Vehicle Guide 135–6

greenhouse gas emissions 135–6

Grosvenor, Kathryn 26

Guests of Government 31

Gungahlin Police Station 32–3, 39, 128

H

Hawke, First Constable Holly 75

Hayward, Chris 89

Health Directorate 16

high-profile investigations xii, 32

High Tech Crime Operations group 41

highlights 25–37

Hodges, Senior Constable Emma xiii

Home and Personal Safety Program 4, 144

home security packs 53

homicide investigations xi

Hosking, Inspector John 28

housebreaking, public concerns about 53

Human Resources team 10, 98–103

human rights 121

I

in-service training 114

inappropriate conduct 86

Information Publication Scheme 88

injuries to employees 117–19

Integrity Commissioner 85

integrity values 2

Intelligence see Crime Prevention and Intelligence

Interactive Constable on Patrol System project 41

Intergovernmental Committee on Drugs 17

internal accountability 89–97

internal and external security 75–8

internal audit 84, 156

internal dissemination of information 121

internal governance framework 15–16

International Women’s Day 146

internships 100

interpreting services 30, 141

intervention and domestic violence 146

Interview Friends program 138

iOS Secure Mobile Solution 41

J

Joint Liquor Enforcement Committee 36

joint ventures see partnerships and joint ventures

Jones, Brooke 21

Judicial Operations 4–5, 14, 45–6

Justice and Community Safety directorate 16, 58

Justice of the Peace support at police stations 27, 103

juveniles referred to diversionary programs 61–2

K

Keeping in Touch program 99

Kendrick, Judith 89

keyholder surveys 103

Kickstart program 138

Kirkwood, Helen 20

Kruger, Superintendent Rod 6

L

Lammers, Rudi ix see also Chief Police Officer

Lane, Commissioner Dominic 37

language training 141

Law Enforcement and Road Safety output 2

Le Dinh, Andre 25

leadership development 102, 116

Learning and Development Committee 16, 91

Learning and Development unit

cultural awareness training 142

human rights training 121

in-service training 114

language training 141

mental health training 102

Online Training Application System 116

operational safety training 102

overview 110–16

Professional Development Scheme 115

Respectful Workplace Training 96

role of 102

legislation, administration of 20–2, 80, 86, 133

Legislative Assembly committee inquiries and reports 79

legislative report 80

length of service by gender 105–6

Liquor Advisory Board 17

litigation regarding human rights 121

load-bearing vest, trials of 117

Local Procedures Program 116

lost-time injury rates 118

louts 61

M

Magistrates Court (Smoking in Cars with Children Infringement Notices) Regulation 2011: 80

major challenges 32–5

Malunggang Indigenous Officers Network 101

management discussion and analysis 42–3

mandatory drug and alcohol testing 95

Marshall, Justice Shane 32

McCann, Superintendent Brett 93

McLaughlin, Noel 28

McLean, David 89

McPherson, Sergeant Craig 9

Media and Public Engagement 10–11, 20, 70–2

members of ACT Policing see staffing

Men in Uniform stalls 67, 69, 145–6

Menslink 2012/13, sponsorship of 132

Mental Health Clinicians 8

Mental Health Community Policing Initiative 17–18, 40–1, 73, 102

mental health training 102

Mental Illness Education ACT 73

mentoring programs 147

Migrant and Refugee Settlement Services 142

Minister for Home Affairs and Justice 2, 15

Minister for Police and Emergency Services

announces rewards for unsolved homicides 26

Chief Police Officer responsible to 3

in Policing Arrangement 157

Ministerial Direction 171

Ministerial Direction renewed by 15

on SCPEM 34

presents Community Policing Medals 30–1

Purchase Agreement renewed by 15

reporting to 97

statement of transmittal iii

support for 11

Ministerial and Operational Support 11

Ministerial Direction

areas of focus outlined in 3, 15

on road safety 37

priorities in 35, 38

property crime reduction in 150

text of 171

misconduct by officers 86

mission statement 2–3

mobile phone use while driving 60

mobile police stations proposal 33

Model Litigant Policy 148

Molonglo Valley, population growth in 40

motor vehicles

accidents involving 59–60

perceived as danger in neighbourhood 61

thefts of 53–4, 55

MPower initiative 138

Muir, Lisa 116

Multi-agency Liquor Taskforce 36

Multicultural Festival 71, 101, 145

Multicultural Liaison Officers xii, 4, 30, 40, 141

multicultural services and programs 141–2

murder charge, guilty plea to 25

N

NAIDOC Week 138

National Binge Drinking Strategy 4, 30

National Cyber Crime Working Group 17

national deployments 101

National Drug Law Enforcement Research Fund 17

National Mental Health Commission 18, 41

National Police Satisfaction Survey 97

National Road Safety Strategy 58

National Survey of Community Satisfaction with Policing 13, 45–7, 51, 56–8

National Task Force ATTERO 25–6

National Volunteer Week 27

National Walk Safely to School Day 74

National Wellbeing Services 99

National Women’s Advisory Group 146–7

National Youth Week 72

Negus, Tony 6 see also AFP Commissioner

neighbour days 143

Neighbourhood Watch 34, 131

new capital works 125–6

New South Wales

TABLES AND FIGURES

A.1.1..........ACT Policing patrol zones 7

A.5.1..........Components of expenditure [Figure 1] 43

A.5.2..........Components of revenue [Figure 2] 43

A.9.1..........Offences against the person by type 2008–09 to 2012–13 48

A.9.2..........Offences against property by type 2008–09 to 2012–13 50

A.9.3..........Offences against the person cleared 2008–09 to 2012–13 51

A.9.4..........Offences against property cleared 2008–09 to 2012–13 52

A.9.5..........Perception of crime by offence type 2012–13 53

A.9.6..........Residential burglary offences report to ACT Policing 2001–02 to 2012-13 54

A.9.7..........Stolen motor vehicle offences reported to ACT Policing 2001–02 to 2012–13 55

A.9.8..........Satisfaction with police [date range TBC] 57

A.9.9..........Community beliefs about police 2012–13 57

A.9.10..........Fatal collisions per 100 000 population 2008–09 to 2012–13 58

A.9.11..........Motor vehicle collision with injury 2008–09 to 2012–13 59

A.9.12..........Number of breath tests by year 2007–09 to 2012–13 61

A.9.13..........Number of breath tests by year 2007–08 to 2012–13 62

C.5.1..........Organisational structure 92

C.5.2..........Professional standards tiered model 93

C.5.3..........Use of force continuum 96

C.5.4..........ACT Policing use-of-force reporting flow chart 97

C.7.1..........Length of service 2012–131 106

C.7.2..........Employee age profiles 2012–13 107

A.2.1..........ACT Policing joint ventures and partnerships 23

A.3.1..........List of high-profile visitors 31

A.7.1..........ACT Policing key performance measures source data 45

A.9.1..........Offences against property by type 2011–12 to 2012–13 49

A.9.2..........Drug charges by type 2011–12 to 2012–13 62

B.1.1..........Community engagements and consultations 2012–13 66

B.2.1..........Significant developments 2012–13 76

B.3.1..........Legislative Assembly Inquiries 2012–13 79

C.3.1..........Categories of complaints 86

C.5.1..........Senior management committees 90

C.5.2..........Complaint categories 94

C.5.3..........Submitted complaints 2012–13 95

C.5.4..........ACT Policing use-of-force reporting flow chart 97

C.7.1..........Full-time equivalent and headcount 2012–13 104

C.7.2..........Staff headcount by gender and rank 2012–13 104

C.7.3..........Classification profile by gender and sworn/unsworn status (headcount) 2012–13 105

C.7.4..........Employment category by gender (headcount) 2012–13 105

C.7.5..........Average length of service by gender by age 2012–13 105

C.7.6..........Average length of service by gender 2012–13 105

C.7.7..........Age profile (headcount) 2012–13 106

C.7.8..........Agency profile (FTE) 2012–13 107

C.7.9..........Agency profile by employment category type (headcount) 2012–13 108

C.7.10..........Classification profile by gender/sworn (FTE) 2012–13 109

C.7.11..........Equity and diversity (headcount) 2012–13 109

C.8.1..........Learning and development courses available 2012–13 110

C.8.2..........Specialist Response Group training 2012–13 112

C.8.3..........Emergency Management and Planning courses 2012–13 114

C.8.4..........In-service training (AFP College) 2012–13 114

C.8.5..........Whole-of-government learning and development initiatives 2012–13 115

C.8.6..........Approved further study courses 2012–113 115

C.9.1..........Total costs of compensation claims – mechanism of injury 118

C.9.2..........Lost-time injury rates 2010–11 to 2012–13 118

C.9.3..........Mechanism of injury 2010–11 to 2012–13 119

C.13.1..........Assets managed 2012–13 123

C.13.2..........Assets added 2012–13 123

C.13.3..........Assets maintenance 2012–13 124

C.13.4..........Assets by number of staff and area occupied 2012–13 124

C.14.1..........New works projects 2012–13 125

C.14.2..........Completed works projects 2012–13 129

C.15.1..........Consultancy group costs 2012–13 130

C.15.2..........Check title of this table 130

C.16.1..........Grants, sponsorship and assistance 2012–13 131

C.19.1..........Vehicles by fuel type 135

C.19.2..........Energy use and associated CO2 emissions 135

C.21.1..........Number of persons lodged in custody from 1 July 2012 to 30 June 2013 138

C.22.1..........ACT Policing’s multicultural services and programs 141