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BUSINESS PLANJuly 2008 – June 2009
Department of Police and Emergency Management
working together for a better community
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
ione
r
working together for a better community
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
visi
onm
issio
nva
lues
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
working together for a better community
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
Distribution of Fatalities and Serious Injuries for 1 January 1977 - 31 December 2007
SeatBeltCompulsory(1973)
Exceed0.05(23/12/1982)
RoadSafetyCameras(21/12/1992)
50kmUrbanSpeedZones(1/5/2002)
1977
1978
1979
1980
1981
1982
1983
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
1236
1160
1029 1031 1047
859
710
842 885 846 860
721
795
680
616570 590 585 592
514460
494
553 571534
461432 438 423
373 380
0
200
100
400
300
600
500
800
700
1000
900
1200
1300
1100
1999/2000 2006/2007
60,5
11
58,5
07
51,4
36
48,2
24
41,0
42
38,7
19
39,8
35
35,5
82
30,2
56
2019/2020
“The people within this organisation are its most valuable resource” Commissioner of Police
working together for a better community
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
working together for a better community
8
Crime
Outcome for 2008-2009
A reduction in crime.
Reassurance We will:
• 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.
Responsiveness We will:
• reducerobberies
• reducepublicplaceassaults
• reducetheincidenceofburnt-outstolenmotorvehicles
• reviewunsolvedmajorcrimesandmissingpersonscases.
Accountability We will:
• 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
working together for a better community
Traffic
Outcome for 2008-2009
Improvedriverbehaviourthroughtraffic
law enforcement.
Reassurance We will:
• 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.
Responsiveness We will:
• develop,implementandevaluatestrategiesforstate-wide
integratedtrafficoperations
• deliverhigh-visibilityandtargetedpolicingactivitiestoincrease
thedeterrenceanddetectionofdriveroffendingbehaviour
• targetenforcementactivitiesoncausalfactorsoffatal
and serious injury crashes
• increasethefrequencyofrandomdrugtesting
• deliverqualityroadcrashrescueservicesinruralareas.
Accountability We will:
• 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
working together for a better community
Community Perceptions and Satisfaction with our Service Delivery
Outcome for 2008-2009
Acommunitywherepeoplefeelsafeandaresatisfied
with our service delivery.
Reassurance We will:
• 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.
Responsiveness We will:
• ensurethehigheststandardsofappearance,professionalism
and ethical service delivery
• continuetoengagewithStateGovernment,localgovernmentand
thecommunitytoaddresstheirrequirementsandexpectations.
Accountability We will:
• 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
De
pa
rtme
nt o
f Po
lice
an
d E
me
rge
nc
y Ma
na
ge
me
nt A
NN
UA
L R
EP
OR
T 0
6-0
7
ANNUAL REPORT 2006-07
Department of Police
and Emergency
Management
Hierarchy of Planning DocumentsDepartment of Police and Emergency Management
BUSINESS PLANJuly 2008 – June 2009
Department of Police and Emergency Management
working together for a better community
80
56
3