NSW POLICE FORCE CORPORATE PLAN 2016 – 2018 SERVICE DELIVERY PRIORITIESSE
RVIC
E DE
LIVE
RY P
RIO
RITI
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What we want to achieve(Our Priorities) How we will achieve (Our strategies) Lead Responsibility Indicators of success
Crim
e
Prevent and reduce domestic violence NSW: Making It Happen
Identify and target high-risk domestic violence offenders using the Suspect Target Management Plan (STMP) Corporate Sponsor, Domestic Violence Proportion of domestic violence offenders re-offending within 12 months reduced by 5 percentage points by 2019 NSW: Making It Happen
Legal action rate for breach AVOs (%) ≥ 2015-16 Proportion of charges where DVEC is used ≥ 30%
Take swift and certain action when domestic violence offenders breach orders or reoffend Regions / LACs Protect those at risk of domestic violence by contributing to interagency and whole of government strategies (e.g. Safer
Pathways, Domestic Violence Disclosure Scheme, Domestic Violence Evidence in Chief, case management, DV prosecutor forums) Corporate Sponsors, Domestic Violence /
Aboriginal Issues
Prevent and reduce alcohol and drug related crime
Undertake rigorous licensing enforcement focusing on problem locations and the responsible service of alcohol Major Events & Incidents Group Incidents of assault – alcohol & non domestic violence ≤ 2015-16 Drug detection – supply ≥ 2015-16 Clandestine drug labs dismantled ≥ 2015-16 Drugs seized (quantity / value) ≥ 2015-16
Conduct intelligence driven operations and interagency activities to impact alcohol and drug related crime Regions / LACs
Support culture change to reduce excessive drinking Corporate Sponsor, Alcohol Related Crime
Prevent and reduce violent and property crime NSW: Making it Happen
Target identified crime trends, crime hotspots and repeat victims Regions / LACs 98% of LGAs have stable or falling reported violent crime rates by 2019 NSW:
Making it Happen Incidents of violent crime stable or falling Incidents of property crime stable or falling License revocations / refusals (Security, Firearms, Tattoo, Gaming & Racing)
Evaluate Child Protection Register resourcing and compliance arrangements State Crime Command Work collaboratively with Councils, partner agencies, and communities to strengthen crime prevention (e.g. safer by design) Corporate Sponsor, Crime Prevention
Ensure effective regulation of firearms, weapons and security industries Major Events & Incidents Group State Crime Command
Prevent and reduce re-offending NSW: Making It Happen
Target persistent and high-risk offenders (e.g. STMP, consorting legislation, bail compliance) Regions / LACs Adult re-offending rates reduced by 5% by 2019 NSW: Making it Happen
Support local coordinated multi-agency management of repeat offenders Regions / LACs
Minimise serious and organised crime
Identify, target and disrupt organised crime groups and their business models focusing on cybercrime, fraud, drugs, firearms, and gangs State Crime Command Organised & serious crime intelligence and information shared ≥ 2015-16
Arrests for organised and serious crimes ≥ 2015-16 Control Orders applied for / granted (Serious Crime Prevention Orders; Firearm
Prohibition Orders / Searches; Child Protection Prohibition Orders) ≥ 2015-16 Cash seized from serious and organised crime investigations (value) ≥ 2015-16
Strengthen effective partnerships with national and international law enforcement and intelligence agencies State Crime Command
Maximise use of control orders (Serious Crime Prevention Orders, Place Restriction and Non Association Orders), money laundering offences, and property confiscation to impact offenders involved in serious crime State Crime Command
Enhance investigations and intelligence capacity
Strengthen local and specialist investigative capacity to better respond to cybercrime, including intelligence gathering, surveillance and electronic evidence collection
State Crime Command Special Services Group
100% assessment of all crime scene attendance requests received Analysis of all firearm exhibits ≤ 30 days DNA result notifications provided ≤ 2 working days Major crime fingerprint analysis provided ≤ 48 hours Ballistic and volume crime fingerprint analysis provided ≤ 24 hours Biometric data (DNA, fingerprints, photographs) capture rate ≥ 2015-16 Successful prosecutions ≥ 2015-16
Build effective partnerships with law enforcement, intelligence agencies and private industry to prevent and detect cybercrime State Crime Command Advocate for removal of legislative barriers to effective cross-border investigations State Crime Command Apply technologies and forensic science capabilities to best effect Forensic Services Group
Embed the Practice Management Model to reduce failed prosecutions Police Prosecutions
Publ
icSa
fety
Maintain safe public space Maintain intelligence driven and evidence based high-visibility patrols Regions / LACs Community perceptions of safety walking after dark ≥ 60.8% NSCSP
Reduce road fatalities and injuries NSW: Making it Happen
Promote road safety through targeted enforcement, innovation and education (e.g. pedestrian safety, drug driving, fatigue, automated number plate recognition, Aboriginal driving programs in disadvantaged communities)
Traffic & Highway Patrol Command Major Events & Incidents Group
Road fatalities reduced by 30% from 2011 levels by 2021 NSW: Making it Happen Incidents of injury and fatal crashes ≤ 2015-16 Random Breath Tests ≥ 5.5 million Roadside drug testing program screenings ≥ 97 thousand State-wide traffic operations ≥ 10 and state-wide compliance operations ≥ 5
Work collaboratively with partner agencies to enable the free flow of traffic through ‘Operation Free Flow’ Traffic & Highway Patrol Command
Exploit technology to reduce time taken to investigate traffic incidents Traffic & Highway Patrol Command
Increase safety on public transport
Provide a dedicated, proactive, targeted police presence on surface transport networks (i.e. trains, buses, ferries, light rail) in partnership with public transport stakeholders Police Transport Command Community perceptions of safety on public transport at night ≥ 45% NSCSP
Incidents of crime on public transport ≤ 2015-16 Multi-agency transport network operations Support a rapid response to rail disruptions (e.g. suicides) Police Transport Command
Strengthen public order, emergency management and counter-terrorism prevention, preparedness, response, and recovery
Build public / private sector and community resilience to threats to public safety and mass gatherings Major Events & Incidents Group
Community perceptions of police dealing with public order ≥ 63% NSCSP Emergency plans reviewed and tested at least annually Counter Terrorism plans reviewed and tested at least annually Staff trained in emergency management and counter terrorism Persons charged with terrorism offences committed for trial Community concern about being a victim of a terrorist incident ≤ 45% NSCSP
Review and test multi-agency arrangements for responding to and recovering from emergencies and disasters Major Events & Incidents Group Evaluate emergency management coordination arrangements (i.e. SEOCON / REOCON / LEOCON model) Major Events & Incidents Group Utilise Consequence Management Guides to better address local hazards and risks Major Events & Incidents Group
Enhance staff capabilities to respond to emergencies and contemporary terrorism threats Major Events & Incidents Group Counter Terrorism & Special Tactics
Identify and intervene early in planned terrorist threats Counter Terrorism & Special Tactics Enhance community engagement, information sharing and command coordination to counter violent extremism Counter Terrorism & Special Tactics Increase legal support capability to respond to terrorism incidents and investigations Police Prosecutions
Com
mun
ity &
Par
tner
s Improve police services NSW: Making it
Happen
Provide professional and responsive customer service NSW: Making it Happen Corporate Sponsor, Customer Service Community confidence in police ≥ 86% NSCSP Victim follow-up notifications within timeframes ≥ 85% Case closed / suspended notifications within timeframes ≥ 2015-16 Community satisfaction with most recent contact with police ≥ 85% NSCSP Customer service related complaints (per 100 officers) ≤ 10 Urgent calls responded to within target time ≥ 80% Fatalities / serious injuries in police custody = 0 Sustained complaints of unreasonable use of force = 0
Contribute to NSW Criminal Justice Reforms to improve the efficiency of the justice system Regions / LACs Increase community access to police services through digital channels / technology (e.g. community portal) Business Technology Services Deliver appropriate victim support and referral through the criminal justice system Corporate Sponsor, Victims of Crime Provide equitable and accessible policing services to diverse and remote communities Corporate Sponsors / Regions / LACs
Provide safe, secure and humane management of people in custody Corporate Sponsor, Custody & Corrections Professional Standards Command
Ensure appropriate use of police powers, particularly use of force Regions / LACs
Build sustained community engagement
Implement and integrate the NSW Police Force Community Engagement Framework into policing practice Major Events & Incidents Group NSWPF Community Engagement Framework implemented by June 2017
Communicate policing issues and priorities through appropriate mechanisms (e.g. social media, Neighbourhood Watch) Regions / LACs Public Affairs Branch
Protect the vulnerable Improve criminal justice and interagency responses to vulnerable people Corporate Sponsor, Vulnerable Communities
Repeat juvenile / young person victims ≤ 2015-16 Local partnerships developed with all NSW settlement service providers Work with youth to enhance relationships, prevent and reduce crime and promote a safer community Corporate Sponsor, Youth
Contribute to interagency strategies concerning humanitarian resettlement Regions / LACs
Maximise use of available court alternatives for minor offences
Explore legislative amendment to expand the use of criminal infringement notices and cautions (e.g. for other drug types) Major Events & Incidents Group Criminal Infringement Notices ≥ 11,300 Drug cautions ≥ 6,700 Youth cautions and conferences ≥ 9,200 Protected Admissions Scheme utilisation ≥ 2015-16 Police Aboriginal Consultative Committees active in all ASD commands
Participate in systematic early intervention to stop young offenders becoming serious criminals Regions / LACs Work with justice cluster agencies to streamline youth caution / conferencing and increase use of Protected Admissions Corporate Sponsor, Youth
Explore diversionary opportunities with local Aboriginal communities Regions / LACs
© State of New South Wales (NSW Police Force) 2016. NSW: Making it Happen State Plan. NSCSP National Survey of Community Satisfaction with Policing. RoGS Report on Government Services. PMES People Matter Employee Survey.
NSW POLICE FORCE CORPORATE PLAN 2016 – 2018 INTERNAL MANAGEMENT PRIORITIESIN
TERN
AL M
ANAG
EMEN
T PR
IORI
TIES
What we want to achieve
(Our Priorities) How we will achieve (Our strategies) Lead Responsibility Indicators of successO
urPe
ople
Prioritise safe workplaces, safe people and safe operations
Implement the ‘Live, work, well’ program Human Resources Command Workplace fatalities = 0 Average workplace injury leave hours lost per officer ≤ 50 hours Average cost of workplace injury claims reduced by 5% Injury rate (excluding near misses) ≤ 35 (per 100 employees) Average sick leave hours lost per officer ≤ 48 hours sworn / ≤ 45 hours unsworn Accrued annual / recreation leave hours in excess of thresholds = 0
Embed the Due Diligence and Safety Management (SMS) systems Human Resources Command
Continue implementation of the Workforce Improvement Program Human Resources Command
Reinforce staff awareness and understanding of the National Security Levels and ALERT Concept of Operations Counter Terrorism & Special Tactics
Implement risk-based security management practices for police premises Counter Terrorism & Special Tactics
Foster a respectful, equitable, diverse and inclusive workforce reflective of our community
Reinforce expectations for a respectful, harassment free workplace Human Resources Command Sustained workplace equity issues = 0 Female staff ≥ 40% Aboriginal & Torres Strait Islander Australian staff ≥ 4% Staff from culturally and linguistically diverse backgrounds ≥ 20% Unsworn staff with a disability (including those requiring work related
adjustment) ≥ 3% Promote the NSW Police Force as an employer of choice to actively drive workforce diversity Human Resources Command
Education & Training Command
Deliver the right people in the right place at the right time
Address emerging workforce issues through the NSWPF Strategic Workforce Plan Human Resources Command Operational policing capacity ≥ 90% GSELA implementation by 2019 ≥ 75% Time to fill vacant positions via JobsNSW ≤ 35 working days
Integrate new evidence based tools into workforce allocation Human Resources Command
Implement the provisions of the Government Sector Employment Legislation Amendment Act 2016 (GSELA) Human Resources Command
Explore opportunities for recruitment, retention and support for officers deployed to rural and remote communities Human Resources Command
Advance the professionalisation and integrity of policing
Contribute to the Australia New Zealand Police Professionalisation Strategy 2013-2018 Education & Training Command
Mandatory police training requirements ≥ 95% Staff receiving ≥ 21 hours learning and development ≥ 90% Community perception of police professionalism ≥ 85.4%
Deliver education and training that addresses emerging policing issues and needs (e.g. cyber-stalking, abuse and harassment, cultural awareness, active armed offenders)
Education & Training Command Major Events & Incidents Group
Emphasise individual responsibilities for performance and personal development through the NSW Capability Framework and Performance Development Framework Human Resources Command
Reinforce ethical behaviour, respect and misconduct prevention Professional Standards Command
Our
Syst
ems
Implement more effective and efficient internal processes
Streamline internal management processes to ensure more effective and efficient service delivery Performance Improvement & Planning Command
Police expenditure per person ≤ national average Complaint resolution timeliness ≥ 70%
Improve exhibit management, focusing on timely analysis and destruction of seized illicit drugs Forensic Services Group Regions / LACs
Better integrate licensing and regulatory functions (e.g. alcohol, firearms, security) State Crime Command Major Events & Incidents Group
Review internal complaint handling processes Professional Standards Command
Deliver innovative and effective information, communications, science and technology
Continue roll-out of MobiPol initiatives including body worn video and hand-held devices Business & Technology Services Major Events & Incidents Group
ICT projects completed on time, within budget and to specification (>$250k) = 100%
NSWPF systems migrated to NSW Government Data Centre by 2020 ≥ 95%
Better align ICT strategic planning and governance arrangements Strategic Technologies & Planning
Leverage leading edge technologies (e.g. big data analytics, meta search engine, information security) Strategic Technologies & Planning
Develop an internal Request for Assistance (RA) portal Business & Technology Services
Optimise asset management and utilisation
Progress the renewal and sustainability of police properties (including housing) within budget Finance & Business Services Planned police property projects completed on time, within budget and to specification ≥ 90%
Police premises available for operational purposes ≥ 99% Ford / Holden vehicle replacement implemented from September 2017 Asset management strategic plans (e.g. vessels, aircraft, etc.) current and
reviewed at least annually Asset Governance, Management and Systems Strategy developed by December
2017
Ensure fleet is fit for operational purpose and response capabilities Finance & Business Services
Strengthen asset management across all asset classes Finance & Business Services
Improve lifecycle management of assets, including low value equipment (ICT assets, firearms, radios, phones) Finance & Business Services Business & Technology Services
Lead
ersh
ip
Enhance leadership, management and supervisory capabilities
Develop leadership capabilities at all levels (e.g. self-awareness and resilience) Education & Training Command Participation in leadership development courses and programs ≥ 90% Staff who believe senior managers provide clear direction for the future ≥ 2014
PMES Staff who believe senior managers model organisational values ≥ 2014 PMES
Advance senior leader skill sets (e.g. innovation, flexibility and good governance) Human Resources Command
Increase senior management diversity
Implement initiatives to develop women, Aboriginal and Torres Strait Islander Australians and culturally and linguistically diverse staff in senior leadership roles NSW: Making it Happen Human Resources Command
Women in senior positions (Inspector or Clerk 11/12 and above) ≥ 25% sworn / ≥ 50% unsworn by 2025 NSW: Making it Happen
Aboriginal Torres Strait Islander Australians in senior positions (Inspector or Clerk 11/12 and above) 50% increase by 2020 NSW: Making it Happen
Ensure clear direction and sound governance
Better align performance management with organisational goals and results Human Resources Command Performance agreements / career management reviewed at least annually Corporate governance arrangements in line with better practice Attestation of compliance with legislation and government policies (internal
audit and risk management, financial controls, digital information security, etc.) NSW Treasury Financial Management Transformation targets / deliverables
met = 100%
Maximise organisational efficiencies through the re-engineering process Human Resources Command
Better integrate governance, risk management and internal control (e.g. Corporate Risk Assessment Project) Performance Improvement & Planning Command
Improve organisational communication Public Affairs Branch
Implement program budgeting, reporting and evaluation in line with NSW Government requirements Finance & Business Services
© State of New South Wales (NSW Police Force) 2016. NSW: Making it Happen State Plan. NSCSP National Survey of Community Satisfaction with Policing. RoGS Report on Government Services. PMES People Matter Employee Survey. This work (apart from any state arms, symbols or trademarks) is licensed under the Creative Commons Attribute 4.0 Licence. See http://creativecommons.org/licenses/by/4.0 for details. Designed by the Corporate Design Team, Public Affairs Branch, NSW Police Force.
NSW POLICE FORCE CORPORATE PLAN 2016 – 2018 INTERNAL MANAGEMENT PRIORITIES
INTE
RNAL
MAN
AGEM
ENT
PRIO
RITI
ES
What we want to achieve(Our Priorities) How we will achieve (Our strategies) Lead Responsibility Indicators of success
Our
Peop
le
Prioritise safe workplaces, safe people and safe operations
Implement the ‘Live, work, well’ program Human Resources Command Workplace fatalities = 0 Average workplace injury leave hours lost per officer ≤ 50 hours Average cost of workplace injury claims reduced by 5% Injury rate (excluding near misses) ≤ 35 (per 100 employees) Average sick leave hours lost per officer ≤ 48 hours sworn / ≤ 45 hours unsworn Accrued annual / recreation leave hours in excess of thresholds = 0
Embed the Due Diligence and Safety Management (SMS) systems Human Resources Command
Continue implementation of the Workforce Improvement Program Human Resources Command
Reinforce staff awareness and understanding of the National Security Levels and ALERT Concept of Operations Counter Terrorism & Special Tactics
Implement risk-based security management practices for police premises Counter Terrorism & Special Tactics
Foster a respectful, equitable, diverse and inclusive workforce reflective of our community
Reinforce expectations for a respectful, harassment free workplace Human Resources Command Sustained workplace equity issues = 0 Female staff ≥ 40% Aboriginal & Torres Strait Islander Australian staff ≥ 4% Staff from culturally and linguistically diverse backgrounds ≥ 20% Unsworn staff with a disability (including those requiring work related
adjustment) ≥ 3% Promote the NSW Police Force as an employer of choice to actively drive workforce diversity Human Resources Command
Education & Training Command
Deliver the right people in the right place at the right time
Address emerging workforce issues through the NSWPF Strategic Workforce Plan Human Resources Command Operational policing capacity ≥ 90% GSELA implementation by 2019 ≥ 75% Time to fill vacant positions via JobsNSW ≤ 35 working days
Integrate new evidence based tools into workforce allocation Human Resources Command
Implement the provisions of the Government Sector Employment Legislation Amendment Act 2016 (GSELA) Human Resources Command
Explore opportunities for recruitment, retention and support for officers deployed to rural and remote communities Human Resources Command
Advance the professionalisation and integrity of policing
Contribute to the Australia New Zealand Police Professionalisation Strategy 2013-2018 Education & Training Command
Mandatory police training requirements ≥ 95% Staff receiving ≥ 21 hours learning and development ≥ 90% Community perception of police professionalism ≥ 85.4%
Deliver education and training that addresses emerging policing issues and needs (e.g. cyber-stalking, abuse and harassment, cultural awareness, active armed offenders)
Education & Training Command Major Events & Incidents Group
Emphasise individual responsibilities for performance and personal development through the NSW Capability Framework and Performance Development Framework Human Resources Command
Reinforce ethical behaviour, respect and misconduct prevention Professional Standards Command
Our
Syst
ems
Implement more effective and efficient internal processes
Streamline internal management processes to ensure more effective and efficient service delivery Performance Improvement & Planning Command
Police expenditure per person ≤ national average Complaint resolution timeliness ≥ 70%
Improve exhibit management, focusing on timely analysis and destruction of seized illicit drugs Forensic Services Group Regions / LACs
Better integrate licensing and regulatory functions (e.g. alcohol, firearms, security) State Crime Command Major Events & Incidents Group
Review internal complaint handling processes Professional Standards Command
Deliver innovative and effective information, communications, science and technology
Continue roll-out of MobiPol initiatives including body worn video and hand-held devices Business & Technology Services Major Events & Incidents Group
ICT projects completed on time, within budget and to specification (>$250k) = 100%
NSWPF systems migrated to NSW Government Data Centre by 2020 ≥ 95%
Better align ICT strategic planning and governance arrangements Strategic Technologies & Planning
Leverage leading edge technologies (e.g. big data analytics, meta search engine, information security) Strategic Technologies & Planning
Develop an internal Request for Assistance (RA) portal Business & Technology Services
Optimise asset management and utilisation
Progress the renewal and sustainability of police properties (including housing) within budget Finance & Business Services Planned police property projects completed on time, within budget and to specification ≥ 90%
Police premises available for operational purposes ≥ 99% Ford / Holden vehicle replacement implemented from September 2017 Asset management strategic plans (e.g. vessels, aircraft, etc.) current and
reviewed at least annually Asset Governance, Management and Systems Strategy developed by December
2017
Ensure fleet is fit for operational purpose and response capabilities Finance & Business Services
Strengthen asset management across all asset classes Finance & Business Services
Improve lifecycle management of assets, including low value equipment (ICT assets, firearms, radios, phones) Finance & Business Services Business & Technology Services
Lead
ersh
ip
Enhance leadership, management and supervisory capabilities
Develop leadership capabilities at all levels (e.g. self-awareness and resilience) Education & Training Command Participation in leadership development courses and programs ≥ 90% Staff who believe senior managers provide clear direction for the future ≥ 2014
PMES Staff who believe senior managers model organisational values ≥ 2014 PMES
Advance senior leader skill sets (e.g. innovation, flexibility and good governance) Human Resources Command
Increase senior management diversity
Implement initiatives to develop women, Aboriginal and Torres Strait Islander Australians and culturally and linguistically diverse staff in senior leadership roles NSW: Making it Happen Human Resources Command
Women in senior positions (Inspector or Clerk 11/12 and above) ≥ 25% sworn / ≥ 50% unsworn by 2025 NSW: Making it Happen
Aboriginal Torres Strait Islander Australians in senior positions (Inspector or Clerk 11/12 and above) 50% increase by 2020 NSW: Making it Happen
Ensure clear direction and sound governance
Better align performance management with organisational goals and results Human Resources Command Performance agreements / career management reviewed at least annually Corporate governance arrangements in line with better practice Attestation of compliance with legislation and government policies (internal
audit and risk management, financial controls, digital information security, etc.) NSW Treasury Financial Management Transformation targets / deliverables
met = 100%
Maximise organisational efficiencies through the re-engineering process Human Resources Command
Better integrate governance, risk management and internal control (e.g. Corporate Risk Assessment Project) Performance Improvement & Planning Command
Improve organisational communication Public Affairs Branch
Implement program budgeting, reporting and evaluation in line with NSW Government requirements Finance & Business Services
© State of New South Wales (NSW Police Force) 2016. NSW: Making it Happen State Plan. NSCSP National Survey of Community Satisfaction with Policing. RoGS Report on Government Services. PMES People Matter Employee Survey. This work (apart from any state arms, symbols or trademarks) is licensed under the Creative Commons Attribute 4.0 Licence. See http://creativecommons.org/licenses/by/4.0 for details. Designed by the Corporate Design Team, Public Affairs Branch, NSW Police Force.