Strategic Plan 2008—2012

Queensland Police Service

 Subject Title
Contents

Community
Contents
3 Commissioner’s Message

4 Alignment with Government Priorities

6 Mission and Vision Statements

8 Strategic Priorities 2008—2009

11-14 QPS Outputs

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

15 Corporate Resource Management

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 Commissioner’s Message

I am pleased The Strategic Plan describes the wide range of activities

to present the performed by the Service under four key outputs:
Queensland Police
Community Safety and Engagement
Service Strategic Plan
for 2008—2012. Crime Management
While the Strategic Traffic Policing
Plan takes a four-year
outlook, it will be Professional Standards and Ethical Practice
reviewed annually.
For the first time,
a statement of the At each output level, the Plan contains specific
Service’s Strategic strategies that guide service delivery and performance.
Priorities, developed Over the previous decade, the Service has embraced
by the Senior many organisational changes and maintained a
Executive, has been strong focus on strategic planning, service delivery,
included. The Priorities will be updated each year to performance management and continuous improvement.
reflect new or emerging issues, and will guide decisions The Strategic Plan 2008—2012 continues that focus,
about service delivery, resource management and future and the annual review process will consider the results
investment. of an external review, changes to financial management
The resident population of Queensland is currently legislation, and the development of a portfolio
around four million and continues to grow faster than management structure for the Service that will form the
the rest of Australia. Queensland also attracts around basis of future strategic plans.
18 million visitors a year across its 1.7 million square I am confident the Queensland Police Service has the
kilometre land mass. In this context, the Queensland capacity to deliver policing services that provide for
Police Service must meet the challenge of delivering the safety and security of all people in Queensland.
and maintaining a high quality, 24/7 policing service. The Strategic Plan 2008—2012 will continue to guide
Engaging the community assists the Service to identify the development and deployment of resources in that
contemporary and emerging areas of concern. regard and I commend the Plan to you.
Increasing multicultural diversity, high technology crime
and the impact of climate change are some of the many
factors the Service must ensure it is well positioned to
respond to.
To ensure core policing services are delivered efficiently Bob Atkinson APM
and effectively, the Service will continue to focus on Commissioner
professionalism, performance, people and partnerships.
In addition, the Service will strive to:
• be open, accountable and respected by the
community;
• be responsive, innovative, flexible and results-driven;
• have well trained, valued police and staff who are
supported by modern equipment, facilities and
technology; and
• work collaboratively with the community and other
agencies to address crime and public safety.

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 Alignment with Government Priorities
PLanning
The Queensland Government’s priorities provide
direction to ensure current and future challenges are
addressed through sustainable and effective service
delivery.
The Queensland Police Service contributes to these
priorities by providing safety and security to the State’s
4.2 million residents and 18 million domestic and
international visitors.
The Queensland Police Service Strategic Plan 2008—
2012 sets the strategic direction for the Service. This
document identifies key priorities and strategies for
service delivery and the performance measures that the
Service will use to achieve them.
This direction is disseminated through internal planning
and performance management processes and through
the development and implementation of specific action
plans and strategies at each level of management to
address local priorities.
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Performance management in the QPS is based on
operational performance reviews, supported by
compliance auditing.
Reviews are conducted of all districts across the State,
as well as commands and corporate divisions.
Reviews are chaired by the Commissioner, who is
joined by the Service’s two Deputy Commissioners and
the Deputy Chief Executive (Resource Management)
in facilitating a comprehensive, structured discussion
centred upon all aspects of service delivery and support
operations within the area under review.
Review discussions reinforce the Service’s strategic
direction and provide the opportunity to explore
emerging issues with strategic implications, enabling
the organisation to develop informed responses to
challenges as they arise.
Postscript
In September 2008, the Premier launched Toward Q2:
Tomorrow’s Queensland. This policy articulates a new
vision for the future of Queensland, including five
ambitions and 10 targets for Queensland to achieve by
2020, and replaces the government priorities which were
the basis for the development of this strategic plan. The
Queensland Police Service will ensure that its operations
during the term of this plan and into the future reflect
the Government’s ambitions and targets. Future plans
will state our relationship to the targets and how we
contribute to the Government’s overall vision for the State.
 Alignment with Government Priorities

Fostering Healthy Individuals

Strengthening Indigenous Communities
and Communities

• Address crime and its social and • Work with Aboriginal and Torres
economic causes Strait Islander communities to
address substance abuse and
• Improve responsiveness of the
alcohol management
criminal justice system
• Improve the delivery of services to
• Minimise the risk and impact of
Aboriginal and Torres Strait Islander
accidents, emergencies and disasters
communities
• Improve the safety and security
of individuals, families and
communities
• Build on reforms to the child safety
system to improve the wellbeing of
Queensland children

Queensland Police Service Strategic Plan 2008—2012

Information Management Strategic Plan 2001—2010
FRAMEWORK

Asset Strategic Plan 2007—2011

Planning

Future Directions Statements

Priority Statements
Operational Plans
Personal Performance Appraisal processes
Police Service

Community Safety and Engagement

Queensland

OUTPUTS

Crime Management
Traffic Policing
Professional Standards and Ethical Practice

Personal Safety
Property Security
Traffic Policing
Management
Performance

PRIORITIES

Client Service
Planned and Unplanned Major and Special Events
Strategic Issues
Human Resource Management
Financial Management
Professional Standards and Ethical Practice

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 Subject
Mission Title
and Vision

Vision
Mission Statement

To serve the people of Queensland by protecting life and property,

preserving peace and safety, preventing crime and upholding the
law in a manner which has regard for the public good and the rights
of the individual.

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

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 Strategic Priorities 2008-2009
Commitment
A list of strategic priorities for 2008—09 has
been developed to guide budgeting, planning and
performance management in the Queensland Police
Service in 2008—09. In developing these priorities,
environmental scanning was used to identify relevant
internal, State, national and global issues. The strategic
priorities will provide focus for the Service’s activities
and ensure it is well positioned to meet the challenges
presented by current and emerging issues.
The strategic priorities also reflect a range of documents
including Government priorities, the Ministerial Charter
of Goals, the whole-of-Government policy development
program, election commitments, and funded budget
initiatives for 2008—09. The list is closely aligned with
the Service’s 2008 statement of research priorities.
The Service’s priorities for 2008—09 are not listed in
priority order - all are vital to ensure the Service can
continue to police Queensland effectively.
Delivering Core Services
• Priority policing - ensuring police are available to
address calls for service in the timeliest way possible
• Increasing the number of first-response officers while
maintaining our capacity to deliver specialist and
support services
• Releasing more police to operational duties through
civilianisation
• Attraction and retention of police and specialist
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civilians to ensure sufficient staff are available
with the appropriate skills to protect and serve the
Queensland community
• Providing operational equipment and facilities to
enable police to do their job safely and effectively
• Being committed to ensuring the health, safety,
welfare and professional development of
Queensland Police Service members
• Encouraging ethical and professional leadership
and practice
Efficient, Innovative, Well-Planned Service Delivery
• Examine opportunities to improve business practices
and processes, including through the use of
e-business
• Review models of service delivery (e.g. through
Smart Service Queensland, Service Delivery and
Performance Commission).
• Better link Queensland Police Service and regional
planning processes
Information and Communications Technology (ICT)
Initiatives that move us toward a future of high
technology policing that is responsive and community
focused – they include:
• Computer Aided Dispatch
 Strategic Priorities 2008-2009
• Communications centres
• Mobile services
• Queensland Police Records and Information
Management Exchange
• Policelink - the QPS Police Contact Centre
• Ensuring the safety of police and detainees by
installing and/or upgrading CCTV in all 24-hour
watchhouses
• Helping implement systems that enable us to work
more effectively with our criminal justice system
partners and other jurisdictions
Queensland Police Academy 2012 Project
• Building a centre of policing excellence that will help
ensure our policy and practices are evidence based,
and our police have the knowledge and skills they
need to be world class
Policing Indigenous Communities
• Working with partner agencies to address the causes
of crime
• Delivering the Government-endorsed policing model,
using a combination of state police and Police
Liaison Officers
• Responding to the CMC Review and participating in
the whole-of-government reform agenda
Road Safety
Reducing the road toll by implementing and evaluating
those initiatives announced as part of the 2006 Road
Safety Summit:
• Vehicle Impoundment
• Fixed Camera and Digital Implementation
• Intelligent Traffic Analysis System
• Random Roadside Drug Testing
• QPS Road Safety Action Plans
Vulnerable Persons and the Criminal Justice System
• Helping first response officers deal with people
who are vulnerable including children and working
in partnership with other agencies to reduce their
involvement in the criminal justice system
• Implementing the Queensland Police Service
Disability Service Plan
Drugs, Alcohol and Substance Misuse and Links to
Offending
• Investigating and addressing the links between
drugs, alcohol and substance misuse and violence,
including youth violence and particularly in
Indigenous communities
• Investigating and addressing the increasing use of
Amphetamine Type Stimulants within the community,
its links to mental psychosis and other offending
Major and Organised Crime
• Developing new tools and techniques to address
major and organised crime, including Titan threat/
risk assessment system, and the Australian National
Victim Identification Library
• Identifying, targeting and suppressing high threat
criminal networks and illegal commodity markets
(including Outlaw Motor Cycle Gangs)
• Enhancing counter-terrorism strategies including
prevention, intelligence, investigative capability,
general response and consequence management
• Maintaining and developing strong partnerships
with other law enforcement agencies and academic
institutions
• Ensuring proceeds of crime are a consideration at
every police engagement
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Output Community Safety and Engagement
RESPONSIVE
Goal:
Fostering healthy individuals and communities
through crime prevention and proactive policing
partnerships
Strategies
• Manage calls for service in a professional, ethical
and responsive manner underpinned by a `client
service´ philosophy
• Monitor and address perceptions of safety and
security within the community through high-visibility
presence, interaction, client follow up
and reassurance
• Ensure timely responses to incidents of anti-social
behaviour, and develop programs to reduce such
occurrences
• Develop, implement and evaluate focused and
innovative policing and crime prevention initiatives,
guided by intelligence, analysis and research
• Promote crime prevention initiatives on a whole-of-
Government and community basis
• Engage in and foster effective partnerships and
networks with the community, government agencies
and the private sector to identify and address the
causes of crime and anti-social behaviour
• Plan for and allocate sufficient resources to manage
and police major and special events, emergencies,
disasters and terrorist incidents
Key Focus Areas:
Public Order and Safety
Crime Prevention and Community Partnerships
Civil Emergencies and Major Events
Performance Indicators
• Percentage of time directed toward community
safety and engagement (Source: State-wide Activity
Survey {SWAS})
• Number and rate of good order offences detected
(Source: QPRIME)
• Rate of unreported offences (Source: Crime and
Safety Survey)
• Level of community satisfaction with police (Source:
National Survey of Community Satisfaction with
Policing {NSCSWP})
• Level of community satisfaction with police support
for community programs (Source: NSCSWP)
• Perceived level of personal safety and property
security (Source: NSCSWP)
• Percentage of people concerned about being a
victim (Source: NSCSWP)
• Level of community satisfaction with police dealing
with public order problems (Source: NSCSWP)
• Satisfaction of members of the public who have had
contact with police in the past 12 months (Source:
NSCSWP)
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 Output Crime Management

Innovative
Goal: Key Focus Areas:
Reduce the impact of crime on the community Personal Safety
Property Security
Significant and Emerging Criminal Networks

Strategies Performance Indicators

• Strengthen the capacity and procedures to provide • Percentage of time spent on crime management
a timely and appropriate response to incidents (Source: SWAS)
• Engage and foster effective partnerships and • Number and rate of offences reported: Personal
networks with the community, government agencies Safety and Property Security (Source: QPRIME)
and the private sector to minimise, detect,
• Number and rate of offences cleared: Personal
investigate and solve crime
Safety and Property Security (Source: QPRIME)
• Reduce the incidence of crime through
• Number and rate of offences reported and cleared
contemporary policing practices including
within the period: Personal Safety and Property
environmental and crime analysis
Security (Source: QPRIME)
• Promote and use intelligence, advanced technology
• Public satisfaction with initial police response
and information systems to allow for effective
(Source: Crime Victims’ Survey)
evidence gathering, investigation and the
prevention of criminal activity • Public satisfaction with police response from
specialist officers (Source: Crime Victims’ Survey)
• Maximise resources by utilising a cooperative and
multidisciplinary approach to crime management
• Promote and demonstrate accountability and
commitment to client service by assisting victims,
keeping them and other stakeholders informed, and
through the prosecution of offenders
• Engage with other law enforcement agencies
to target terrorist activity and major criminal
enterprises by focusing on major crime and
significant criminal and terrorist networks and
their assets
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Output Traffic Policing

Safety
Goal: Key Focus Areas:
To contribute to safe road use through enforcement Road Safety Initiatives
and proactive programs Traffic Enforcement

Strategies Performance Indicators

• Foster partnerships through engagement with • Percentage of time directed towards traffic policing
the community and other agencies to identify (Source: SWAS)
and implement road safety education and crash
• Number and rate of road fatalities by crash
prevention initiatives
contributing circumstance (`Fatal Four´ and road
• Provide quality advice to Queensland Transport and user type) (Source: Queensland Road Crash
other stakeholders on enforcement, engineering, Database)
education and evaluation initiatives
• Number and rate of reportable crashes by crash
• Promote road safety and compliance through a contributing circumstance (`Fatal Four´ and road
combination of deterrence methodologies, including user type) (Source: Queensland Road Crash
proactive media engagement and a multifaceted Database)
approach to traffic policing on Queensland roads
• Number and rate of hospitalisations (Source:
• Provide timely and effective response to traffic Queensland Road Crash Database)
incidents involving a multi-agency management
• Rate and detection of offences by red light and
approach to mitigate the impact and consequences
speed cameras (Source: Traffic Scheduling and
of road trauma and incidents
Reporting System)
• Provide random and targeted enforcement
supported by innovation, research, intelligence,
and technology
• Implement strategies identified at the Road Safety
Summit and in QPS Road Safety Action Plans

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 Output Professional Standards and Ethical Practice

Confidence
Goal:
To ensure the community has confidence in, and
respect for, the Queensland Police Service
Key Focus Areas:
Training and Professional Development
Ethical Conduct and Integrity
Public Accountability

Strategies • Provide appropriate and timely advice and support

community awareness programs through the use of
• Identify and adopt innovative and effective
media and public relations
approaches to professional development for all
Service employees • Constantly review and support coordinated and
accountable corporate governance arrangements
• Provide appropriate and effective pre-service
training for police recruits
Performance Indicators
• Promote professionalism and ethical behaviour
to all QPS employees • Percentage of time directed towards maintaining
professionalism and ethical practice (Source:
• Support and monitor high standards of ethical
SWAS)
conduct and educate staff in maintaining ethical
practices • Hours directed to in-service training (Source:
Advance database)
• Ensure a timely, measured and consistent response
to potential, alleged and actual inappropriate • Rate of, and changes in, complaints against police
behaviour per 1,000 officers (Source: Ethical Standards
Command)
• Support witnesses who identify inappropriate or
unethical conduct • Public perception of police professionalism and
image (Source: NSCSWP)
• Demonstrate public accountability by providing
appropriate, accurate and timely information to
Government and the community
• Provide advice to Government on policing matters

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 Corporate Resource Management

capacity
Corporate resource management includes the • Planning, implementing and maintaining the
provision of strategies, human resource, financial, Service’s capital works and other asset programs
administrative and information and communication in accordance with the Service’s strategic priorities
technology services.
• Coordinating planning, budgeting, policy
These support functions include: development and risk management within the
Service
• Employing flexible and supportive human resource
management policies and practices to attract, retain • Pursuing and developing interagency partnerships
and develop staff that enhance the provision of healthy individuals
and communities
• Developing concepts to address current and future
policing needs associated with demographics and
infrastructure growth across Queensland
• Implementing and maintaining information and
communication technology systems to support
frontline policing, support services and corporate
governance requirements through research, benefits,
management and consultation

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Performance People Professionalism Partnerships

Queensland Police Service

www.police.qld.gov.au