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