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BUSINESS PLANJuly 2008 – June 2009

Department of Police and Emergency Management

working together for a better community


Secretary’s Foreword 1

Vision, Mission and Values 2

Business Principles, Management Principles 3

Introduction 4

Our People Our Performance 5

Key Service Delivery Areas:

• CommunitySafety 6

• Crime 8

• Traffic 10

• CommunityPerceptionsandSatisfaction

with our Service Delivery 12

Hierarchy of Planning Documents 14

Contents

1

AsthenewCommissionerofPoliceitiswithgreatpride

that I present the Department’s Business Plan 2008-09.

ThisisthethirdandfinaldocumentfromtheStrategic

Directions Framework 2006-09.

TheBusinessPlanisessentialforourbusiness–it’sour

blueprintforthefuture.Itestablishesourdirectionforthe

nexttwelvemonthsandenablesustodeterminewhat

commitmentsweneedtomaketoachieveasafeTasmania.

I look forward to the year ahead and its many challenges.

TheDepartmenthasanewMinisterforPoliceand

EmergencyManagement,MrJimCoxMP,andanewsenior

management team. I know that we will work well together to

continue the outstanding results achieved under the former

leadershipofRichardMcCreadieandDavidLlewellyn,MP.

Thepeoplewithinthisorganisationareitsmostvaluable

resourceand,Ibelieve,areworkingatanexceptionallyhigh

leveltomaintainasafecommunity.ThisBusinessPlandetails

the ways in which our people will continue to work together

inconjunctionwiththecommunity–buildingabetter

Tasmania.

In order for our people to continue to deliver high standards

of service and professionalism, we will have an emphasis on

training in the coming year, while monitoring compliance

with our service standards. Other important human resource

issueswillbeexaminedandaddressed.

ItisessentialforTasmaniaPolice,ForensicScienceService

Tasmania,theStateEmergencyServiceandourState

Servantstobeprovidedwiththebestpossibleopportunities

totakeadvantageofmodernefficienciesandemerging

technologies.

I am pleased to announce that we have commenced a

review to identify opportunities to enhance our service

delivery while researching new and emerging technologies.

Thiswillnotonlyassistoperationalpoliceandsupportstaff

butwillultimatelybenefitthecommunity.

A vital aspect of police work is providing reassurance to

thecommunity.Throughout2008-09wewillimplement

reassurance strategies at the local level to focus on high

visibilitypolicingandcommunicatingourperformance

incommunitypolicing,crimereduction,andtrafficlaw

enforcement.

Alcohol and drug-related issues present an increasing

problemforpolicingandthecommunity.Wewillbetackling

alcohol-relatedcrimeandantisocialbehaviourbydeveloping

anevidence-basedapproachtothepolicingof‘hotspots’

and certain other premises.

Myoverallobjectiveforthisyearistocontinuetheexcellent

results in crime reduction and perceptions of safety while

delivering on community expectations. I am sure that we

canworkeffectivelywiththecommunitytoachievethis

outcome.

J Johnston APM CommissionerofPolice

Secretary, Department of Police and

Emergency Management

Secretary’s Foreword

Com

miss

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VisionTobewidelyrecognisedasAustralia’s

finestpolicingandemergency

management service

MissionTomakeTasmaniasafe

ValuesPersonal values are fundamental to the way

inwhichallmembersperformtheirduties

to achieve our Vision and Mission.

As an organisation we value our people and

their commitment to:

• acthonestlyandwithintegrity

• haveahighworkethic

• exerciseauthorityresponsibly

• behaveethically

• deliverserviceequitablyacrossthe

whole of our community

2

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Business Principles Supportingthepersonalvaluesarebusinessprinciples

whichguidethedeliveryofefficientandeffectiveservice

to the community through:

• highstandardsofservicedeliveryandprofessionalism

• ensuringvictimsofcrimeandthoseexperiencing

personal emergencies are treated with compassion

• cooperationwithcommunitiesthroughthe

development and implementation of local

partnershipsinordertosolvelocalproblems

• efficientandeffectiveutilisationofresources

• environmentalscanning

• anintelligence-led,problem-solvingapproach

Management PrinciplesTheDepartmentwillcontinuetoworktowardsachieving

bestpracticeandembracemanagementprinciplesthat:

• ensurestaffhavetheappropriateauthority,accountability,

tools, education, training and development to deliver a

professional service

• promoteasafeandhealthyworkingenvironment

• promoteequityanddiversity

• offerprogressivecareerpathopportunitiesandbalance

the needs of individuals and those of the organisation

• provideeffectiveleadershipandsupervision

• review,updateandevaluateDepartmentalpracticesand

procedures utilising change-management strategies

3


4

IntroductionThisBusinessPlanoutlineshowwewillputintopracticethe

four key strategies of Reassurance, Readiness, Responsiveness

andAccountabilitywhichunderpintheDepartment’sStrategic

Directions Framework July 2006-June 2009.

TheKeyServiceDeliveryAreascoveredbythisPlanare

‘CommunitySafety’,‘Crime’,‘Traffic’,and‘Community

Perceptions and Satisfaction with our Service Delivery’.

Each one is linked to the four key strategies from the Strategic

Directions Framework and has a clearly stated outcome for the

twelve-monthperiod.Inaddition,emphasishasbeenplaced

onthebusinessandmanagementprincipleswhichunderpin

our service delivery.

Each District and Business Unit will utilise the Business Plan

todeveloptheirownActionPlantomeettherequirements

oftheDepartment(forfurtherinformationabouthowthese

documents assist in the planning process, see Hierarchy of

Planning Documents).

Each year, the Government allocates funds to the Department

to deliver policing and emergency management services

throughoutTasmania.BudgetPaperNo2Government Services

providesinformationaboutthoseservices,intheformof

Outputs, that the Department intends to deliver during

2008-09.TheBusinessPlanalsoincorporatesmajorinitiatives

thatwillbeimplementedtoachievetheGovernment’sbroad

objectives,includingTasmaniaTogether.

Thefollowingtableoutlineshowtheoutputmethodology

fromBudgetPaperNo2alignswiththeBusinessPlanKey

Service Delivery Areas.

Budget Paper No 2 - Outputs Business Plan 2008-09 Key Service Delivery Areas

Output 1 – Policing Support to the Community Output 5 – Emergency Management

1. Community Safety

Output 2 – Crime Detection and Investigation Output 4 – Protection of Primary Industry and Fisheries Resources Output 6 – Support to Judicial Services

2. Crime

Output 3 – Traffic Law Enforcement and Road Safety 3. Traffic

Output 1 – Policing Support to the Community Output 7 – Ministerial support and information services

4. Community Perceptions and Satisfaction with our Service Delivery

5

TheDepartmentcontinuestoenhancethequalityandcapabilityofitspeoplebyincorporatingthefollowing

Governmentobjectivesintoitshumanresourcesplanning:

• attractingandretainingtherightpeople

• developingandrecognisingtheircapabilityandtraining

• shapingourworkforceandperformance

• leadingandmanagingforthefuture.

During2008-09,inconsultationwithmembers,arangeofstrategicHumanResource(HR)issueswillbeidentified

forfurtherdiscussionanddecision-making.MemberswillbekeptinformedontheprogressofthoseHR-related

issues under consideration that relate to them.

High-levelprioritiesandstrategiesforpeoplemanagementwillalsobeidentifiedforinclusionintheDepartment’s

new Strategic Directions Framework.

Our People Our Performance

50% Crime Reduction Challenge

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RoadSafetyCameras(21/12/1992)

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“The people within this organisation are its most valuable resource” Commissioner of Police


6

Community Safety

Outcome for 2008-2009

A community where people are safe.

Reassurance We will:

• directreassurancestrategiesatthesuburbandstreetlevel

• deliverhighvisibilitypolicingatpublicorder‘hotspots’and

largepublicgatherings

• implementcommunicationstrategiestargetedatpublicorder

andotheridentifiedareasofcommunityconcerns.

Readiness We will:

• continuetoimproveradiocommunicationsandenablethe

return to digital transmissions

• enhanceourcommandandcontrolframework,includingincident

response training at the District level

• useenvironmentalscanningandplanningtoenhanceourabilityto

respondeffectivelytoemergenciesandemergingchallenges.

Responsiveness We will:

• respondtoallcallsforassistanceinatimelyandprofessionalmanner

• developandimplementaninformationcollectionplaninrelationto

alcohol-relatedpublicorderissuesthat:

• engageskeystakeholders

• focuseson‘hotspots’andlicensedpremises

• informsthedeploymentofresourcesatkeytimes.

Accountability We will:

• measureourperformanceacrossarangeofindicatorsand

compare with our performance in previous years

• achievethebestperformanceofanystateincomparable

performance measures.

7

High Visibility Policing and Emergency Management Services

Police and State Emergency Service personnel and

volunteers continue to work in partnership with local

governmentandthecommunity.Localcommunity

safetyissuesareidentified.Highlyvisiblepolicing

strategies such as the use of marked police vehicles and

vessels,bikeandbeatpatrols,andPublicOrderResponse

Teamsareimplementedtodeterandrespondtoantisocial

andcriminalbehaviour.Theyalsoprovidereassurance

to the local community.

“Throughout 2008-09 we will implement reassurance strategies at the local level to focus on high visibility policing ….”Commissioner of Police


8

Crime


A reduction in crime.


• providetimelyfollow-upandappropriateinformationtovictims,

complainants and the community

• reviewmediaengagementprocessestoenhanceour

reassurance messages.

Readiness We will:

• enhancetrainingassociatedwithcrimeprevention,

early intervention and investigation

• developstrategiestoreducedrug-relatedcrime

• continuetoleadlegislativereformrelatingtobailissues

andrecidivistoffenders

• providecrimepreventioninformationandseminars,toaddress

key issues such as:

• shoplifting

• robberies

• stolenmotorvehicles

• workwithpartnerssuchasNeighbourhoodWatchtodevelop

apilotpropertyidentificationprogram.


• reducerobberies

• reducepublicplaceassaults

• reducetheincidenceofburnt-outstolenmotorvehicles

• reviewunsolvedmajorcrimesandmissingpersonscases.


• beaccountableforeveryaspectofourservicedeliverythrough:

• internalandexternalperformancereviewandcomparisons

• legislatedrequirements

• communitysatisfaction.

9

Working Together On Crime Reduction Strategies

Wecontinuetofocusoninnovativestrategiesto

preventandinvestigatecrimessuchasrobberiesand

stolen motor vehicles.

Onesuchstrategyistoassistbusinessesinpreventing

robbery.Weconductstaffawarenesssessions,visitlicensed

premises to provide security advice, and continue overt and

covertpolicepatrols.Aninformationpackageisalsobeing

developedontheuseofClosedCircuitTelevision(CCTV)

systems.Thiswillassistbusinessesinprovidingvaluable

evidence to police when investigating crimes such as

robberyandshoplifting.

Wehavealsointroducedanintegratedcrimemanagement

strategy.ThisinvolvesaCrimeManagementUnitundertaking

intelligence analysis and providing advice regarding

emerging crime trends. Police attendance at the scene

ofacrime,suchasaburnt-outstolenmotorvehicle,is

predominantlyundertakenbyaCrimeResponseUnit.

TheUnitconsistsofatraineddetectiveanduniform

membertrainedincrimesceneexamination.Atthescenes

ofmoreseriouscrimes,aForensicServicesofficerand/or

FSSTofficermayattend.

“My overall objective for this year is to continue the excellent results in crime reduction ….” Commissioner of Police


Traffic


Improvedriverbehaviourthroughtraffic

law enforcement.


• deliverhighlyvisible,effectivetrafficpolicing

• develop,implementandevaluatecommunicationstrategies

tosupporttrafficenforcementoperations

• reinforcethemessagethat:

‘While enforcement is targeted at crash causes, breaches of the

traffic laws are unacceptable’.

Readiness We will:

• refineourintelligence-ledapproachtotrafficpolicing

• explorepolicy,legislativeandtechnologicalopportunitiesto

enhanceourtrafficlawenforcement

• workwithrelevantpartnerstomorecloselyalignenforcement

with other road safety activities and initiatives.


• develop,implementandevaluatestrategiesforstate-wide

integratedtrafficoperations

• deliverhigh-visibilityandtargetedpolicingactivitiestoincrease

thedeterrenceanddetectionofdriveroffendingbehaviour

• targetenforcementactivitiesoncausalfactorsoffatal

and serious injury crashes

• increasethefrequencyofrandomdrugtesting

• deliverqualityroadcrashrescueservicesinruralareas.


• beaccountableforeveryaspectofourservicedeliverythrough:

• internalandexternalperformancereviewandcomparisons

• legislatedrequirements

• communitysatisfaction.

10

Random Testing of Drivers

TasmaniaPolicecontinuestoconducthighvisibilityrandom

testingofdriversonTasmania’sroadsforthepresenceofboth

illicit drugs and alcohol.

Arecentlegislativeamendmentenablesthepolicetouse

trace particle detection devices to screen for people driving

withprescribeddrugsintheirbodies.Shouldtheanalysis

indicatethepresenceofthosedrugs,theymaybeaskedto

undergoanoralfluidand/orbloodtest.

InDecember2007,legislationwasalsoenactedwhich

provides police with the authority to serve an Excessive Drink

DrivingNotice(EDDN)ondriverswhocommitcertaindrink

drivingoffences.IfadriverisissuedwithanEDDNtheywill

beimmediatelydisqualified.

11

“Trace particle detection tests will dramatically increase the number of tests police will be able to conduct for people driving under the influence of illicit drugs.”Mr Jim Cox, Minister for Police and

Emergency Management, 3 April 2008


Community Perceptions and Satisfaction with our Service Delivery


Acommunitywherepeoplefeelsafeandaresatisfied

with our service delivery.


• developpubliccommunicationstrategiestoreassurethe

community in relation to our service delivery and, in particular,

matters of local community concern

• continuetocommunicateourperformanceincrime,

trafficandcommunitypolicing

• enhancemediacommunicationskillsofourpeople.

Readiness We will:

• improveourprocessesconcerningfeedbacktocomplainants

oncourtoutcomes,OffenceReportinvestigationsandother

reportsrequiringpoliceassistance

• communicatetheServiceChartertoourpeopleandthecommunity,

and monitor compliance with our service standards

• undertakebusinessplanningtodevelopanewstrategicframework

andbusinessplan

• continuetodevelopandpromotetheTasmaniaPoliceCharityTrust.


• ensurethehigheststandardsofappearance,professionalism

and ethical service delivery

• continuetoengagewithStateGovernment,localgovernmentand

thecommunitytoaddresstheirrequirementsandexpectations.


• monitorandassesscustomerservicecomplaintstoimprove

service delivery

• incorporateefficiencyindicatorsintoourperformancereporting

• continuetoimproveourstandinginthe National Survey of Community

Satisfaction with Policing.

12

Serving the Community

Departmental personnel take pride in their service to

theTasmaniancommunity.Theycomeintocontactwith

a diverse range of people and organisations, and have

developed a new Service Charter that outlines standards,

commitmentandexpectations.Itisbasedonmutual

respect and cooperation, and provides clear directions on

thelevelofresponserequired.

TheDepartmentalsocontributestothecommunitythrough

fundraisingactivities.TheTasmaniaPoliceCharityTrust

providestheopportunitytoworktogetherbyvolunteering

supporttonominatedcharities.Anumberofchildrenand

youngpeopleinneedhavealreadybeenassisted.

13

“We currently enjoy an enviable position with community satisfaction surveys displaying the respect with which Tasmanians regard us. We must endeavour to not only hold that level of respect, but to improve it.” Commissioner of Police, 22 May 2008

Photographs courtesy of:

The Examiner - Page2&13

Department of Police and Emergency Management47 Liverpool Street, Hobart Tasmania GPO Box 308, Hobart Tasmania 7000Phone: 03 6230 2111 Fax: 03 6230 2414www.police.tas.gov.au

Hierarchy of Planning DocumentsDepartment of Police and Emergency Management

The Tasmania Together document provides a long-term vision for Tasmania, with community safety identified by the people of Tasmania as an important goal. The Department plans its activities to achieve this goal.

The Strategic Directions Framework defines the Vision, Mission, Values and Key Strategies for the Department over the three-year cycle July 2006 - June 2009.

The annual Business Plan provides guidance on how each of the four key strategies of reassurance, readiness, responsiveness and accountability is translated into action over the twelve-month period.

The Action Plan sets out in detail how we will deliver the requirements of the Business Plan at District, Divisional, Station, Business Unit and individual levels to address identified needs and expectations.

The Annual Report showcases the year’s activities and reports on the Department’s performance.

July 2006 – June 2009

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ANNUAL REPORT 2006-07

Department of Police

and Emergency

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Hierarchy of Planning DocumentsDepartment of Police and Emergency Management

BUSINESS PLANJuly 2008 – June 2009

Department of Police and Emergency Management


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