QUEENSLAND POLICE SERVICE

OPERATIONAL PLAN 2016-17

We value Courage, Fairness and Pride

The QPS 2016-17 Operational Plan supports the Strategic Plan 2016 – 2020 and contributes to the

Queensland Government objectives of delivering quality frontline services and building safe,

caring and connected communities. This strategic plan contributes directly to these objectives and

will be achieved within a framework of consultation, integrity and accountability.

Contents Page

1. Purpose 1

2. Background 1

2.1 Our Values 1

2.2 Our Vision 1

2.3 Our Mission 1

2.4 Our Purpose 1

2.5 Our Commitment 1

2.6 Objectives 2

2.7 Strategies 2

2.8 Performance Indicators 2

2.9 2016-17 Strategic Risks 3

3. 2016-17 Operational Priorities 3

4. 2016-17 QPS Action Plan 4

Attachments

2016-17 Coded QPS Action Plan 5

2016-17 Service Performance 6

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1. Purpose

The purpose of the Queensland Police Service Operational Plan 2016-17 is to outline the objectives, strategies

and operational priorities to be undertaken during the 2016-17 year in support of the Strategic Plan 2016-

20. The plan reinforces the QPS commitment to the Queensland Government objectives of delivering quality

frontline services and building safe, caring and connected communities and is underpinned by a framework

of integrity, accountability and consultation.

2. Background

This Operational Plan is informed by the Queensland Police Service Strategic Plan 2016 – 2020, Government

Election Commitments (including the updated Ministerial Charter Letter dated 5 February 2016) and

environmental scanning.

2.1 OUR VALUES

Queensland Police Service members’ value:

• Courage: by always doing the right thing;

• Fairness: in making objective, evidence-based, consistent decisions and by treating people with

respect; and

• Pride: in themselves, the QPS, the work they do and the community they serve.

The Queensland Police Service shares the Queensland Public Service values:

2.2 OUR VISION

Members of the community work with Queensland police to stop crime and make Queensland safer.

2.3 OUR MISSION

To stop crime, make the community safer, including reducing road trauma, and build relationships with the

community.

2.4 OUR PURPOSE

Consistent with the Police Service Administration Act 1990 (Qld), the purpose of the Service is to provide

policing services to the people of Queensland by preserving peace and good order; protecting and supporting

the community; preventing and detecting crime; upholding and administering the law responsibly, fairly and

efficiently; bringing offenders to justice; and helping those in need of assistance.

2.5 Our Commitment

We are committed to delivering the Queensland Government’s objectives for the community, especially delivering

quality frontline services; and building safe, caring and connected communities. This strategic plan contributes directly

to these objectives and will be achieved within a framework of consultation, integrity and accountability.

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2.6 2016-17 OBJECTIVES

The Queensland Police Service is committed to supporting the Government’s objectives, particularly of

delivering quality frontline services and building safe, caring and connected communities, by:

• Delivering services with fairness and integrity;

• Reducing and preventing the incidence of crime, public disorder and road trauma by problem solving,

consulting and collaborating with government agencies and community groups;

• Using technology and innovative strategies to be more mobile, flexible and capable of working across

boundaries to deliver services the community needs;

• Focusing resources to identify and deliver effective and efficient services that maximise public safety;

• Taking a lead role to prepare the community for managing major events, emergencies and disasters;

• Implementing an environment of continuous improvement based on learning, development and

empowered leadership;

• Building healthy and safe workplaces that support inclusion and diversity; and

• Strengthening relationships with vulnerable persons and deliver appropriate victim support.

2.7 STRATEGIES

To achieve the objectives the QPS has developed strategies in five key areas:

Frontline services – implement an integrated service delivery model, underpinned

by improved intelligence capabilities and expanded options for community

consultation and engagement with police;

Culture – manage a program of cultural renewal to improve transparency and trust;

devolve authority to the frontline; and embed a values based culture of inclusion,

respect, innovation and training to improve capability, accountability and quality

customer service;

People – ensure safe delivery of services; improve community engagement; increase

diversity; apply contemporary performance measures; and continuing professional

development and training to improve capability;

Processes – improve job allocation; reduce process complexity; facilitate innovation;

provide improved technology and safety equipment to the frontline; better use of

assets; improve performance through organisational reporting; and improve cross

agency collaboration; and

Systems – improving data management and maximise analytics capability to

improve productivity.

2.8 PERFORMANCE INDICATORS

Achievement of Police Service objectives will be measured by the following key performance indicators and

the service standards articulated in the Service Delivery Statement.

• Rates of cleared and reported crime;

• Rates of road crashes;

• Efficiency of services;

• Level of preparedness for, and response to, emergency and disasters;

• Level of satisfaction with policing services;

• Level of community confidence in police; and

• Rates of complaints against police.

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2.9 2016-17 STRATEGIC RISKS

Challenges and risks to the delivery of Queensland Police Service objectives in 2016-17 include:

• a reduction in community confidence and engagement in policing;

• an increase in the frequency and severity of extreme weather conditions and natural disasters predicted for

Queensland and the impact on policing services;

• disruptions to major events, which may be caused by threats of terrorism or the actions of issue motivated

groups;

• the growth, diversity and complexity of organised crime demands new adaptable approaches, capabilities and

relationships between law enforcement agencies, government and the private sector;

• Maintain and improve our level of response to vulnerable persons, Domestic and Family Violence, Mental

Illness and substance abuse disorders; and

• Work through collaborative partnerships with the community, private sector and government agencies to

reduce alcohol fuelled violence and target the organised criminal supply and production of illicit drugs,

including ice and the diversion of pharmaceutical drugs for non-therapeutic use.

3. 2016-17 Operational Priorities

In 2016-17 the Queensland Police Service will focus on the following Operational Priorities:

• continue to provide a safe and secure community by responding to threats including terrorism,

disasters, and risks associated with major events;

• create better workplaces and improving workforce capability;

• target crime hotspots throughout the state, and issues such as organised crime, alcohol fuelled violence

and the drug, ice;

• undertake intelligence-led policing in late night entertainment precincts;

• provide improved safety equipment for police, including body-worn cameras;

• support the development and implementation of a Domestic and Family Violence Prevention Strategy

and implementing the Government's response to the Report from the Taskforce on Domestic and

Family Violence in Queensland;

• continue to plan the police response for the Gold Coast 2018 Commonwealth Games;

• continue to contribute to the child safety reform agenda initiated by the Queensland Child Protection

Commission of Inquiry final report;

• work with the Attorney-General and Minister for Justice to consider and respond to the

recommendations arising from the Queensland Organised Crime Commission of Inquiry and the

Queensland Taskforce into Organised Crime;

• continue to review the police complaints system and implement a new disciplinary system;

• continue to make improvements to ensure the promotions system is truly merit-based;

• continue to implement an integrated service delivery model;

• develop an improved performance management framework to improve customer service;

• Develop the QPS Inclusion and Diversity Strategy (incorporating 2016-17 Plan for Action); and

• Continue to implement the recommendations arising from the Review of the Public Safety Business

Agency.

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4. 2016-17 QPS Action Plan

The 2016-17 QPS Action Plan outlines the operational priorities that will be progressed in 2016-17 by

Responsible Executive Officers in support of the Government’s Objectives for the Community, ongoing

Government Election Commitments (including the Ministerial Charter commitments) and QPS objectives and

strategies (Coded QPS Action Plan – Attachment 1). Responsible Executive Officers will be held accountable

for the delivery of these operational priorities by their respective Deputy Commissioner through their Senior

Executive Officers’ performance agreements.

The progress of these priorities will also be monitored through the QPS Quarterly Performance Report by the

Board of Management and the Minister, as required, under the Financial and Performance Management

Standard 2009.

Completion dates for individual Operational Priorities are mainly ongoing given that funding spans across a

number of financial years. Specific dates for milestones will be provided to Responsible Executive Officers

during the first quarter through the Program Management Office.

Operational priorities have been assigned a code which reflects the source of the operational priority as

follows:

GEC: Government Election Commitment;

CLC: Ministerial Charter Letter Commitment; and

QPS: QPS Strategy.

GEC Government Election Commitment; CLC: Charter Letter Commitment; and QPS: QPS Strategy. 5

2016-17 Coded QPS Action Plan Attachment 1

Code Operational Priorities Responsible

Officer(s)

Completion

Date

Whole of Service

QPS 1 Continue to provide a safe and secure community by responding to threats including terrorism, disasters, and risks associated with major events. All ACs Ongoing

QPS 2 Create better workplaces and improve workforce capability. All ACs Ongoing

GEC 391 Target crime hotspots throughout the state, and issues such as organised crime, alcohol-fuelled violence and the drug, ice. All ACs Ongoing

Deputy Commissioner Regional Operations Portfolio

GEC 410 Undertake intelligence-led policing in late night entertainment precincts. All ACs Ongoing

Deputy Commissioner Specialist Operations Portfolio

GEC 386 Provide improved safety equipment for police, including body-worn cameras. AC CCC Ongoing

CLC23 Support the development and implementation of a Domestic and Family Violence Prevention Strategy and implementing the Government's

response to the Report from the Taskforce on Domestic and Family Violence in Queensland.

AC CCC Ongoing

QPS 3 Continue to plan the police response for the Gold Coast 2018 Commonwealth Games. AC CGG Ongoing

CLC22 Continue to contribute to the child safety reform agenda initiated by the Queensland Child Protection Commission of Inquiry final report. AC SCC Ongoing

QPS 6 Develop the QPS Inclusion and Diversity Strategy (incorporating 2016-17 Plan for Action) AC OCC 30.6.2017

Deputy Commissioner Strategy, Policy and Performance Portfolio

GEC 405 Continue to review the police complaints system and implement a new disciplinary system. AC ESC Ongoing

GEC 400 Continue to make improvements to ensure the promotions system is truly merit-based. AC OCC 30.6.2017

QPS 4 Continue to implement an integrated service delivery model. AC OCC Ongoing

QPS 5 Develop an improved performance management framework to improve customer service. AC OCC Ongoing

New

CLC87

Work with the Attorney-General and Minister for Justice to consider and respond to the recommendations arising from the Queensland

Organised Crime Commission of Inquiry and the Queensland Taskforce into Organised Crime.

AC OCC Ongoing

QPS 7 Continue to implement the recommendations arising from the Review of the Public Safety Business Agency AC OCC Ongoing

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2016-17 Service Performance Attachment 2

Queensland Police Service

Service area: Crime and Public Order

Service area objective

To uphold the law by working with the community to stop crime and make Queensland safer.

Service standards

Effectiveness measures

Rate (per 100,000 people) of personal safety offences reported:

Homicide

Assault

Sexual Assault

Robbery

Total personal safety

Percentage of personal safety offences cleared within 30 days:

Homicide

Assault

Sexual Assault

Robbery

Total personal safety

Rate (per 100,000 people) of property security offences reported:

Unlawful entry

Other property damage

Motor vehicle theft

Other theft (excluding unlawful entry)

Total property security

Percentage of property security offences cleared within 30 days:

Unlawful entry

Other property damage

Motor vehicle theft

Other theft (excluding unlawful entry)

Total property security

Rate (per 100,000 people) of good order offences detected

Percentage of good order offences cleared within 30 days

Public satisfaction with police dealing with public order problems

Public satisfaction with police dealing with emergencies and disasters

Percentage of code 1 and code 2 incidents attended within 12 minutes.

Service area: Road Safety

Service area objective

Utilise enforcement strategies, improved technology and other efforts to contribute to the long-term

vision of zero road deaths and serious injuries.

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Queensland Police Service

Service standards

Effectiveness measures

Rate (per 100,000 people) of road crash fatalities

Rate (per 100,000 people) of people hospitalised following a road crash

Service: Police Services

The delivery of Crime and Public Order and Road Safety policing services to the community of Queensland is

supported by a range of activities designed to promote ethical behaviour, discipline and professional

practice. These are outlined below.

Service standards

Effectiveness measures

Rate of complaints against police per 100 sworn (operational) staff

Public perception of police professionalism and image:

Police perform their job professionally

Police treat people fairly and equally

Police are honest

I do have confidence in the police

Satisfaction of members of the public who had contact with police in the last twelve months

Efficiency measures

Cost of policing services per person

Percentage of prosecutions where costs were awarded against the police