ANNUAL REPORT 2008// 2009

Transcription

1 ANNUAL REPORT 2008// 2009 a safer Victoria connecting the community valuing our people

2 SCS-COC

3 Victoria Police Annual Report 2008//2009 Contents Foreword from the Chief Commissioner 1 About Victoria Police Goals Values 2 Corporate Governance Chief Commissioner Executive Management Group Corporate Committee Standing Committees Strategic Assessment Group Executive Management Changes in Audit Committee Governance and Organisational Review Initiatives Risk Management Organisational Chart 3 Our Performance My Place Accessible Community Data State wide Performance Results Key Results: The Way Ahead A Safer Victoria - Crime Data Key Results: Business Plan Output Costs and Resource Allocation Appendices A Disclosure Index B Workforce Statistics C Disciplinary Action D Consultancies E Implementation of the Victorian Industry Participation Policy F Disclosure of Major Contracts G National Competition Policy Compliance H Freedom of Information I Statement in Relation to the Building Act J Corrections Act reporting K Reports under the Whistleblowers Protection Act L Budget Portfolio Outcomes M Office-based Environmental Impacts. 7 Financial Statements Our People Recruitment, Retention and Deployment Workforce Flexibility and Capacity Organisational Health Safety and Wellbeing Occupational Health and Safety Performance Indicators Managing Stress and Conflict Honours and Awards Initiatives and Achievements Bushfire Response Safe Streets Initiatives Reducing Violence against Women and Children Mental Health Strategy Projects Services to Victims of Crime Aboriginal Community Young People Gay, Lesbian, Bisexual, Transgender and Intersex Communities Culturally and Linguistically Diverse Communities Victoria Police annual report 2008//

4 Foreword from the Chief Commissioner 02 Victoria Police annual report 2008//2009

5 Foreword from the Chief Commissioner I was appointed as Chief Commissioner of Victoria Police on 3 March 2009 and what follows is my first Annual Report to the Parliament and to the Victorian community. This Annual Report provides a record of our achievements in relation to The Way Ahead , the Business Plan and the significant activities and events which affected Victoria Police during the year. I am pleased to note that the overall crime rate, expressed as a rate per 100,000 people, was reduced by 1.7 per cent during the last 12 months. This marks the sixth consecutive year that the rate has been reduced. However, I acknowledge that we still have a way to go. Alcohol fuelled violent crime in particular continues to present challenges to community safety. But we are determined that the work of the Safe Streets Taskforce and other related initiatives will bring positive results in this area. At the end of , 302 Victorians had been killed on our roads and another 6,736 had been seriously injured. While these are, in once sense, very good results both represent substantial decreases over last year s toll they are still far too high. In the coming year, Victoria Police will continue to target poor driver behaviour, including excessive speed, alcohol and drug impaired driving and those who use their mobile phones. Importantly for us, the community is telling us that it has confidence in police and is satisfied with the service it receives. At the end of June this year, the independently conducted National Survey of Community Satisfaction with Policing indicated that 82 per cent of Victorians had confidence in their police. When it came to customer service, just over 83 per cent of Victorians who had business contact with police in the last 12 months were satisfied with the service they received. These are very positive results and we will be seeking to improve further in the next 12 months. Turning to our own Victoria Police workforce, represented the final year of the initial Protecting our People strategy. Over the life of that three-year strategy, Victoria Police has reduced workplace injuries by 29 per cent and reduced days lost to new injuries by 31 per cent. These and other such achievements will form the basis for the next three-year strategy. In commending this Annual Report to you, I wish to acknowledge the substantial contribution made by the former Chief Commissioner, Christine Nixon, both to this year s results and more particularly to her very significant contribution to Victoria Police over her eight year term as Chief Commissioner. Simon Overland Chief Commissioner Victoria Police annual report 2008//

6 Section 1 About Victoria Police 04 Victoria Police annual report 2008//2009

7 Section 1 About Victoria Police Victoria Police was established on 3 January 1853, led by the first Chief Commissioner, William Henry Fancourt Mitchell. Then, Victoria Police had a total staff of 875 men, serving a population of around 168,000. Now, Victoria Police Chief Commissioner Simon Overland leads a total staff in excess of 14,000 people, including police members, public servants, protective security officers, forensic scientists and other specialists and serves a Victorian community of around 5.3 million people. Victoria Police provides services to the community 24 hours a day, seven days a week. Our people work from more than 500 locations across the state, including from 339 police stations, ensuring that a safe and secure society underpins the economic, cultural and social wellbeing of Victoria. We do this by: responding to calls for assistance in matters of personal and public safety, emergencies and serious incidents; Preventing crime and providing services to support community safety through a range of proactive crime prevention programs; Detecting and investigating offences and bringing to justice those responsible for committing them; Supporting the judicial process to achieve efficient and effective court case management, providing safe custody for alleged offenders, supporting victims and ensuring fair and equitable treatment of victims and offenders; and Promoting safer road user behaviour and enforcing road safety laws. Fifty-six Police Service Areas (PSAs) within five regions underpin the delivery of policing services to local communities. To deliver those services, Victoria Police had a budget of approximamtely $1.7 billion in Victoria Police operates under the Victorian Police Regulations Act The Chief Commissioner reports directly to the Minister for Police and Emergency Services, the Hon. Bob Cameron, MLA. Our Goals In January 2008, Victoria police launched its new strategic plan, The Way Ahead That Plan focuses on three key priorities: A Safer Victoria Crime, public safety and road safety are our focus for delivering a safer Victoria. Connecting the Community Police connect people within and across communities. Victoria Police are often the first point of contact for people in need of help, and connect them with others who can provide ongoing assistance. Valuing our People Victoria Police values its people and the work they do in providing policing services to the community. The organisation wants its people to be skilled, capable and confident in their roles, professional at leading and influencing change in the community and working effectively within an adaptive and responsive organisation. By achieving these priorities, Victoria Police will connect the community, through our people, to deliver a safer Victoria. Our Values Victoria Police s Organisational Values underpin the culture and behaviour of all personnel within our organisation and help us to become a more effective and capable policing service. Our values are: Flexibility remain open-minded at all times, be adaptive to change, while welcoming difference and practicing tolerance. Leadership be approachable, consistent and committed to, and inspire these organisational values. Integrity act with honesty, respecting the right of fair process for all, maintain confidentiality and respect for those we deal with, demonstrate moral strength and courage and behave with honour and impartiality. Professionalism accept responsibility, be accountable to our customers and ourselves. We must communicate honestly, openly and consistently and continually strive for excellence. Respect embrace the diversity that exists within our community, valuing opinions while appreciating and acknowledging the efforts of others. Support recognise and reward the service of our colleagues, and promote professional and career development. At all times, we must care for the wellbeing of our colleagues. Victoria Police annual report 2008//

8 Section 2 Corporate Governance 06 Victoria Police annual report 2008//2009

9 Section 2 Corporate Governance Victoria Police s corporate governance arrangements are modelled on best practice principles to ensure an effective and transparent approach to accountability, decision making and performance management. Chief Commissioner Victoria Police is led by the Chief Commissioner of Police, Simon Overland. The Chief Commissioner is responsible to the Police and Emergency Services Minister, the Hon Bob Cameron, MLA for the overall direction and performance of Victoria Police. Executive Management Group The Executive Management Group provides high level, flexible and timely direction to the organisation. Its members are: Chief Commissioner Simon Overland Deputy Commissioner Kieran Walshe Deputy Commissioner Ken Lay Deputy Commissioner Ken Jones Acting Executive Director Cliff Owen Director Jenny Peachey Director Nicole McKechnie Chief of Staff, Superintendent Rod Wilson The EMG meets at least weekly. Corporate Committee The Corporate Committee has responsibility for setting corporate policy, setting strategic direction, organisational performance targets, corporate budget priorities and for monitoring corporate performance. Corporate Committee is chaired by the Chief Commissioner and comprises 25 senior executives and senior managers (please refer to the Organisation Chart for details of membership). Each member of Corporate Committee reports directly to the Chief Commissioner and is accountable for the work performance of their respective portfolio, region, department or work unit. The Corporate Committee meets at least seven times each year. Standing Committees The Corporate Committee is supported by six standing committees. These are: Ethical Health Standing Committee; Science and Technology Standing Committee; Organisational Development Standing Committee; Finance and Physical Resources Standing Committee; Policing Operations Standing Committee; and People Management and Development Standing Committee. Each standing committee comprises key Corporate Committee members and most have at least one external, independent member and has its own terms of reference and charter. The standing committees are responsible for the development and oversight of core strategies and projects in their area of focus. The standing committees are fully empowered to make decisions, although there is a formal ratification process through the Corporate Committee to ensure whole of organisation consideration for policies and projects. The standing committees meet formally at least once every six weeks. Strategic Assessment Group The Strategic Assessment Group (SAG) is a sub-committee of the Victoria Police Corporate Committee. It is comprised of the chairs of the six Standing Committees, the Director of the Corporate Strategy and Performance Department and the Executive Director. SAG makes recommendations to Corporate Committee regarding the Victoria Police Investment Management Framework (IMF), which encompasses project delivery from investment proposal to closure and realisation of benefits. The IMF also facilitates an enterprise view of organisational projects and programs, which is utilised by SAG to provide advice to Corporate Committee to enhance the delivery of the Victoria Police portfolio. The Strategic Reference Group (SRG), comprised of investment subject matter experts, supports SAG in the evaluation of the strategic alignment of investment proposals with organisational priorities. Victoria Police annual report 2008//

10 Section 2 Corporate Governance Executive Management Changes in Mr Dannye Maloney, formerly Commander Intelligence and Covert Support Department was appointed Assistant Commissioner, Crime on 30 September Mr Tim Cartwright, formerly Superintendent Region 2, was appointed Assistant Commissioner Region 3 (North West) on 30 September Ms Christine Nixon, who served as Chief Commissioner of Victoria Police for eight years, resigned from Victoria Police in February She immediately took up a position as head of the Victorian Bushfire Reconstruction and Recovery Authority. Mr Simon Overland, formerly Deputy Commissioner, was appointed Chief Commissioner in March Mr Ken Lay, formerly Assistant Commissioner, Traffic and Transit, was appointed Deputy Commissioner Traffic in June Sir Ken Jones was appointed Deputy Commissioner Crime in June He will take up his appointment on 1 July Audit Committee The Chief Commissioner, as the Accountable Officer under the Financial Management Act 1994, is responsible for the governance and oversight of the financial management of Victoria Police. The Chief Commissioner is supported in this role by the Victoria Police Audit Committee (VPAC). VPAC provides independent advice and assistance to the Accountable Officer in regard to the systems of financial reporting, financial and organisational risk management, internal control and the adequacy of management reporting. VPAC operates under a charter that is based on the provisions and intent of the Directions of the Minister of Finance. Members of the Audit Committee are: Mr Mark Peters (Chair) independent member Ms Barbara Mc Lure independent member Mr Gary Benbow independent member Deputy Commissioner Kieran Walshe Deputy Commissioner Simon Overland (until his appointment as Chief Commissioner in March 2009) Mr Cliff Owen, Acting Executive Director Assistant Commissioner Luke Cornelius Assistant Commissioner Gary Jamieson Ms Jenny Peachey, Director Corporate Strategy and Performance Non-voting members are: Commander Terry Purton (Secretariat), Corporate Management Review Division Mr Mick Whelan, Chief Financial Officer The Audit Committee meets bi-monthly. 08 Victoria Police annual report 2008//2009

11 Section 2 Corporate Governance Governance and Organisational Review Initiatives A number of audits, reviews and evaluations were undertaken by the Corporate Management Review Division during , spanning both regions and departments across the organisation. Key issues relating to corporate governance, financial accountability, and overall compliance were identified. Recommendations regarding opportunities for improvement were provided to department heads and overseen by the VPAC. Information Technology Auditing As a VPAC requirement, the Information Technology (IT) auditor undertook forensic audits of user activity on Victoria Police IT systems and provided reports regarding irregularities detected and issues affecting compliance generally. The IT auditor liaised with areas of Victoria Police responsible for security policies, communications and user audit requirements. The IT auditor liaised with the Commissioner for Law Enforcement Data Security (CLEDS) to ensure that CLEDS protocols and standards are being addressed by Victoria Police. Financial Auditing The number of planned financial audits conducted increased over the period with all results being reported to VPAC. Major audits completed for the financial year were the General Ledger Reconciliation Process, the Victorian Law Enforcement Drug Fund, the Purchasing Card Process and the Uniform Allocation and Inventory Control Processes. Computer Assisted Auditing using ACL data analysis software, is used to identify anomalies and exceptions in the areas of Accounts Payable (AP) and HR Payroll. Symsure Monitor, the exceptions management software, was fully implemented in November 2008 to manage findings that arose from quarterly AP and HR Payroll exceptions reports. Following a request from the Financial and Physical Resources Standing Committee in June 2009, a report was prepared and presented to that committee on key financial risks faced by Victoria Police. The Unit also facilitated regular liaison meetings with the Victorian Auditor General s Office. Business Continuity Management The February 2009 bushfires tested Business Continuity for Victoria Police, particularly in relation to the provision of personnel over an extended period. This issue was identified in the Force-wide bushfire de-brief. The Business Continuity Planning Manager is now engaged in an education program illustrating that business continuity needs to have a greater focus on human resources, in addition to infrastructure and service loss. The lessons learned from this experience will inform management when planning for a pandemic incident where high levels of staff absenteeism can be expected. Risk Management Victoria Police continues to fulfil its legal obligations under the Victoria Managed Insurance Authority Act 1996 and the Financial Management Act 1994 in relation to risk management. A training program was implemented for Regional and Departmental risk managers to provide information and guidance in risk identification and management. Liaison with other Australian law enforcement agencies as well as Victorian Government instrumentalities is ongoing to ensure best practice is maintained to provide a robust risk management process across the organisation. Attestation I, Chief Commissioner, certify that Victoria Police has risk management processes in place consistent with the Australian/New Zealand Risk Management Standard and an internal control system is in place that enables the executive to understand, manage and satisfactorily control risk exposures. The Victoria Police Audit Committee verifies this assurance and that the risk profile of Victoria Police has been critically reviewed within the last 12 months. Simon Overland Chief Commissioner Victoria Police annual report 2008//

12 Section 2 Corporate Governance Organisational Chart as at 30 June 2009 All Corporate Committee members listed below report directly to the Chief Commissioner Deputy Commissioner Crime Ken Jones (commences 1/7/2009) Deputy Commissioner Public Safety Kieran Walshe Deputy Commissioner Traffic Ken Lay Road Safety Strategic Services Division Transit Safety Division Traffic Support Division Traffic Camera Office Acting Executive Director Cliff Owen Chief Commissioner Simon Overland Business Information Technology Service Board of Management Applications Management Business Services and Support Customer Service ICT Project Management ICT Services and Infrastructure Technical Standards and Architecture Business Management Board of Management Business Solutions Unit Corporate Support Services Financial Services Division Procurement Management Division Records Services Division Corporate Management Review Commander Terry Purton Business Solutions Unit Corporate Support Services Financial Services Division Procurement Management Division Records Services Division Corporate Strategy and Performance Director Jenny Peachey Performance and Business Intelligence Strategy and Policy Corporate Governance Counter Terrorism Coordination and Emergency Management Assistant Commissioner Stephen Fontana Business Services Unit Counter Terrorism Coordination Unit Critical Infrastructure Protection Unit Licensing Services Major Event Planning Unit State Emergency Response Coordination Unit Taskforce Razon Crime Assistant Commissioner Dannye Moloney Crime Operations Crime Strategy Group Crime Theme Desks Operations Support Specialist Resources Tasking and Coordination 10 Victoria Police annual report 2008//2009

13 Section 2 Corporate Governance Education Assistant Commissioner Kevin Scott Director Toni Campbell Arlie Leadership Development Centre Professional Learning and Development School of Applied Policing Education Corporate Services Ethical Standards Assistant Commissioner Luke Cornelius Conduct and Professional Standards Division Financial Investigations Unit Investigations Group Ombudsman and OPI Liaison Police Integrity Initiatives Risk Mitigation Division Specialist Operations and Intelligence Division Forensic Services Acting Director John Scheffer Biology Division Business and Strategic Services Division Chemistry Division Crime Scene Division Human Resourses Board of Management Health and Safety HR Combined Services Organisational Wellbeing Police Medical Officer Workforce Sustainability Workforce Planning and Placement Workplace Relations Intelligence & Covert Support Acting Commander Rod Jouning Covert Support Division State Intelligence Division Legal Services Director Findlay McRae Civil Litigation Freedom of Information & Privacy Legal Advisors Office Prosecutions Media and Corporate Communications Director Nicole McKechnie Corporate Communications Division Media Division Operations Coordination Commander Ashley Dickinson Community and Diversity Division Custodial Medicine Policy, Research, Intelligence and Training Unit Region 1 (Central) Assistant Commissioner Gary Jamieson Police Service Areas: Bayside Glen Eira Kingston Melbourne Port Phillip Stonnington Yarra Region 2 (West) Assistant Commissioner Sandra Nicholson Police Service Areas: Ballarat Brimbank Central Goldfields Corangamite Greater Geelong Hobsons Bay Horsham Maribyrnong Melton Moorabool Northern Grampians Southern Grampians Surf Coast Warrnambool Wyndham Region 3 (North West) Assistant Commissioner Tim Cartwright Police Service Areas: Bendigo Campaspe Darebin Hume Macedon Ranges Mildura Moonee Valley Moreland Greater Shepparton Swan Hill Whittlesea Region 4 (North East) Acting Assistant Commissioner Lucinda Nolan Police Service Areas: Banyule Benalla Boroondara Knox Manningham Maroondah Mitchell Monash Nilumbik Wangaratta Whitehorse Wodonga Yarra Ranges Region 5 (South East) Assistant Commissioner Paul Evans Police Service Areas: Bass Coast Baw Baw Cardinia Casey Greater Dandenong East Gippsland Frankston La Trobe Mornington Peninsula Wellington Specialist Support Commander Jim Hart Emergency Response Division Communications and Internal Security Division The Protective Security Division Training Wing Victoria Police annual report 2008//

14 Section 3 Our Performance 12 Victoria Police annual report 2008//2009

15 Section 3 Our Performance My Place Making Performance Data Accessible to the Community. My Place is a new online application featured on the Victoria Police News website. By simply typing in their postcode, Victorians are able to view their local crime statistics, read a personalised message from their local police inspector and view targeted crime prevention information. Each of Victoria Police's 56 PSAs has a My Place page, which is updated quarterly. The application aims to promote a mutual responsibility between police and the community in creating safer neighbourhoods. By providing people with the knowledge about what crime is taking place in their area, it empowers them to work to prevent it. My Place is not just about putting police data and statistics online. It's about displaying information in a format that's easy to read and understand as well as providing people with the knowledge to live safer lives. State Wide Performance Results Victoria Police has an integrated planning and reporting framework which enables us to maintain focus on achieving our strategic priorities. The Way Ahead sets the strategic goals and priorities for the five year period and is focussed around three key priorities: a Safer Victoria; connecting the Community; and Valuing our People. The Victoria Police Business Plan underpinned the priorities identified in The Way Ahead and reflected the organisation s commitments to government for the 12 month period, in terms of what would be delivered, how it would be delivered and the cost of delivery. This section provides a report against the objectives and targets from The Way Ahead for the first 12 months of its five year life. It provides a report against the performance measures in the annual Business Plan. It also provides additional data and information relating to Victoria Police crime statistics, as well as the contextual information which aids the interpretation of the numbers. Key Results: The Way Ahead A Safer Victoria Crime, public safety and road safety are our focus for delivering a safer Victoria. Over the life of The Way Ahead, Victoria Police has committed to: reducing crime by 12 per cent; and reducing deaths and serious injuries on our roads in accordance with arrive alive! Reducing Crime At the end of , the total crime rate was 7,088 offences per 100,000 population. This represents a decrease of 1.7 per cent over the rate of 7,209 at 30 June This reduction in the crime rate is largely attributable to decreases 1 in some traditional volume crimes: Burglaries (down 7.2%); Theft of Motor Vehicles (down 13.0%); Theft from Motor Vehicles (down 11.0%); and Theft of Bicycle (down 24.1%). Successful policing initiatives have seen increases in the rate of statute offences recorded, including: Handle Stolen Goods (up 3.5%); Going Equipped to Steal (up 10.8%); Drug offences (up 2.0%); and Behaviour in Public offences (up 88.4%). The Code of Practice for the Investigation of Family Violence continues to support victims of family violence with increases in the reported crime rate for Family Violence related Assaults (up 5.2%) and Family Violence Property Damage (up 3.0%). Other categories of crime contributing to increases in total reported crime were: Assaults (up 5.4%), which includes Street Assaults (up 2.2%) and Family Violence Assaults (up 5.2%); Property crimes of Arson (up 6.3%); Shopsteal (up 20.5%); Other Theft (up 2.4%); and Aggravated Burglary (up 8.1%). The table below provides detailed comparison of results in all crime categories (comparing results in with those for ). In line with a Recommendation from the Parliamentary Public Accounts and Estimates Committee, those results are shown as both the Number of Offences and as a Rate per 100,000 population. Notes 1 all results in this section are expressed as a rate per 100,000 population. Victoria Police annual report 2008//

16 Section 3 Our Performance Table 1. Total Crime Statistics Number of Offences Rate per 100,000 population Crimes Against the Person Variance (%) Variance (%) Homicide Rape Sex (non-rape) Robbery Assault Family Violence- 23.6% of assaults Street related- 28.7% of assaults Abduction / Kidnap Number of Offences Rate per 100,000 population Crimes Against Property Variance (%) Variance (%) Arson Property Damage (PD) Family Violence (4.5% of PD) Graffiti (14% of PD) Burglary (Aggravated) Burglary (Residential) Burglary (Other) Deception Handle Stolen Goods Theft from Motor Vehicle Theft (Shopsteal) Theft of Motor Vehicle Theft of Bicycle Theft (Other) Number of Offences Rate per 100,000 population Other Variance (%) Variance (%) Drugs Going Equipped to Steal Behaviour in Public Number of Offences Rate per 100,000 population Variance (%) Variance (%) Total Crime Note For consistency, all data above has been prepared on the same basis and download date as the Victoria Police Provisional Crime Statistics for Victoria Police annual report 2008//2009

17 Section 3 Our Performance The table below provides specific information on the five year trend in recorded offences for key crime categories. Table 2. Five Year Trends in Key Crime Categories % Change to Crimes Against the Person Assault Crimes Against Property Theft of Motor Vehicle Theft from Motor Vehicle Burglary (Residential) Property Damage Note Prior years ( / ) has been reported in previous Victoria Police Annual Reports. Data for is from Victoria Police Provisional Crime Statistics for The incidence of violence in public places is addressed elsewhere in this report. Victoria Police annual report 2008//

18 Section 3 Our Performance Family Violence Responding to family violence and violence against women and children is a key priority for Victoria Police and is one of the areas where increases in crime statistics are considered a positive. Increased reporting signifies that community members have the confidence to report family violence to police. The data in the table below shows that Victoria Police attended 33,918 incidents of family violence in There has been an increase of 16.3 per cent in incidents reported to police since Of all assaults reported to Victoria Police in , 23.6 per cent (7,949) were family violence related. Of family violence incidents (FVI) reported in , 47.8 per cent of offences recorded were assaults. Of all Property Damage offences reported to police, 4.5 per cent were family violence related and 14.5 per cent of offences recorded at FVI were Property Damage related. In , a total of 77.4 per cent (24,544) of the victims of family violence were females. Table 3. Family Violence Statistics Family Violence Incidents % Change to FVI attended No. of FVI where charges laid as a result of police attendance Percentage of FVI where charges laid Note Prior years ( / ) has been reported in previous Victoria Police Annual Reports. Data for is from Victoria Police Provisional Crime Statistics for % 25.0% 25.1% 24.0% 24.6% +6.8 The Code of Practice for the Investigation of Family Violence (the Code of Practice) was introduced in August The Code of Practice is one of a number of initiatives which was designed to enhance police responses to family violence. The Code of Practice focuses on evidence gathering, investigation and laying charges where appropriate and has led to significant improvement in the way in which Victoria Police responds to family violence. In Victoria Police will be re-writing the Code of Practice to continue to build on enhancing responses by police to victims of family violence and their children. On 8 December 2008, Family Violence Safety Notices (FVSN) were introduced as part of the new Family Violence Protection Act 2008 legislation. The FVSN is an additional tool for police to use when responding to family violence incidents and enables police members to respond more effectively to those incidents. The FVSN is available for members to use after-hours, on weekends and public holidays and is similar to an interim intervention order. It provides immediate protection for victims and their children and acts as an application to the Magistrates Court of Victoria for a family violence intervention order. During , training on the new Act and family violence more broadly was provided to over 5,400 police members. There were 1,723 FVSNs issued during the period 8 December 2008 to 30 June Victoria Police annual report 2008//2009

19 Section 3 Our Performance 2. Reducing deaths and serious injuries on our roads During , Victoria Police committed to working with its road safety partners to reduce collisions on our roads, particularly those that result in death or serious injury. In accordance with government s road safety strategy arrive alive! and its Action Plan for , Victoria Police focused on tactical road traffic law enforcement operations; on improving communications with road users regarding road safety; and by conducting and supporting research into the development of a traffic enforcement model for Victoria. For the financial year , Road Deaths have been reduced by 9.3 per cent and Serious Injuries by 13.3 per cent in comparison with the same time in the previous year. Table 4. Road Safety Statistics Fatalities % change Serious Injuries % change 7,771 6, Note Data above correct at date of download 30 June Data download on different dates may reflect minor variations from that reported above. Victoria Police annual report 2008//

20 Section 3 Our Performance Connecting the Community Police are often the first point of contact for people when they need help. When we can, we help straight away and through our partnerships we are able to connect people with community and government organisations who can provide ongoing assistance. Victoria Police recognises that the community are at the centre of policing and we have a responsibility to uphold the rights of every individual. Through the Victorian Charter of Human Rights and Responsibilities Act 2006 we will contribute to creating a more just and cohesive community which protects the rights of all Victorians. Over the life of The Way Ahead, Victoria Police has committed to: improving community confidence in Victoria Police; and increasing satisfaction with the delivery of policing services. 1. Improving Community Confidence We undertook to do this by increasing community engagement to improve safety and confidence and by enhancing organisational capacity for policing diverse communities, including youth, multicultural and marginalised groups. For the financial year , Confidence in Police 2 declined slightly (by 0.4 per cent) from 82.4 per cent at 30 June 2008 to 82.0 per cent at June Despite that decline, Confidence levels for Victoria Police are still slightly above the national average of 81.8 per cent. Victoria Police is involved in a Whole of Government Community Engagement Network which is working towards a common framework for engagement across Victorian Government Departments. This framework will include: a Principles and Framework document; a Learning and development Plan; and a Communications framework. 2. Increasing Satisfaction with Police Services We undertook to do this by continuing to develop a service strategy which will determine the standard for future service delivery throughout the organisation and the establishment of an enhanced measurement regime to record and monitor the organisations compliance with the Victims Charter. For the financial year , per cent of respondents to the Community Survey reported a recent (in the last 12 months) contact with police. Of these respondents, 83.3 per cent reported they were satisfied with the service they received during their most recent Contact with Police. This represents an increase of 0.3 per cent from 83.0 per cent at the end of and remains significantly above the national average of 80.9 per cent. Victoria Police continues to develop a service delivery strategy, building on the Service Delivery Principles (which are detailed in Section 2 of this report). We have also sought to improve identified customer service gaps in both telephone and counter service. Regular audits are undertaken to determine recorded compliance with the Victims Charter Act on Victim Notifications to a work unit. Compliance levels are also reviewed as part of the Compstat 4 process. During , recorded compliance rates have increased from under 60 per cent to approximately 75 per cent. 18 Victoria Police annual report 2008//2009 Notes: 2 Measured by the independently conducted National Survey of Community Satisfaction with Policing, reporting the proportion of respondents who Strongly Agreed/Agreed that they had Confidence in Police. 3 Measured by the independently conducted National Survey of Community Satisfaction with Policing, reporting the proportion of respondents who had business contact with Victoria police in the previous 12 months and were Very Satisfied/Satisfied with the service they received from police during that contact. 4 corporate Performance Reviews are conducted regularly on all work units and PSAs.

21 Section 3 Our Performance Valuing our People Our people are the public face of policing. More than 14,000 people work for Victoria police, dealing with complex issues, contributing to positive social outcomes. Each year police deal with millions of people in a wide range of challenging situations. Police members are supported in their roles by public service professionals who work as administrators, managers and specialists in a range of functions such as law, accounting and forensic sciences. It is important that our people are supported to perform their roles in terms of their health, safety and wellbeing and through the provision of appropriate facilities and equipment. We also continue to ensure that our people are supported by building leadership capability across all levels and creating opportunities for the professional development of our staff. Over the life of The Way Ahead, we will work towards ensuring that: the health, safety and wellbeing of our people are improved; our managers are committed to providing ethical, values based leadership and improving organisation performance; and our people know that their skills and experience are valued. 1. Improving the health, safety and wellbeing of our people During the financial year : there were 0 workplace fatalities; the was a 3 per cent decrease in workplace injuries; there was a 4 per cent increase in days lost to injury; and there was a 3.4 per cent decrease in the Well-being Survey score from 2006 to Promoting ethical, values based leadership In May 2009, the Airlie Leadership Development Centre released the Victoria Police Leadership Excellence Framework which includes: Strategic Alignment with organisational objectives; Succession Planning; Building leadership capability; effective people development strategies; and transition Support. One of the key recommendations of the Integrity System for Police Project (A Victoria Police Australian Research Council Linkage Grant) which was completed in will be implemented in with the introduction of ethics and values training to the new recruit course. From July 2009, all new recruits will participate in ethics and values training as part of a two week induction course prior to commencement of the main training program. Eventually, ethics values training will be rolled out to all ranks and classifications within Victoria Police to further reinforce and embed ethical decision making in all aspects of policing. Notes: 5 the Well-being Survey was not undertaken in Victoria Police annual report 2008//

22 Section 3 Our Performance 3. Ensuring our people know their skills and experience are valued Increasing organisational flexibility: Through implementation of the Victoria Police Workplace Agreement 2007 changes have been made to provide a more flexible work force: changes to part time employment to offer; irregular part time Patterned part time ownership of more than one position review of applications for part time Managers can advertise fixed hours cashing Out of Accrued Time Off; and Supplementary duties for those on leave without pay. Building skills and capabilities: On 4 August 2008 the Victoria Police Professional Development Assessment (PDA) system was introduced. The aim of the PDA is to: Develop a culture focussed on professional development; identify opportunities for development and build capability; ensure individual performance is aligned with action plans; Develop role clarity, responsibilities and accountability; Facilitate feedback between assessors and employees; and recognise the efforts of our people. Key Results: Business Plan Victoria Police delivers a range of services to the community on a daily basis. These services include: responding to calls for assistance in matters of personal and public safety, including emergencies, serious incidents and routine response calls; Detecting and investigating offences and bringing to justice those responsible for committing them; Supporting the judicial process to achieve efficient and effective court case management; Providing community safety and crime prevention programs such as the authorised release of criminal history information in the interests of public safety; and Promoting safer road user behaviour and enforcing road safety laws. In , Victoria Police measured the quantity, quality and timeliness of its delivery of policing services through 12 key performance indicators. A summary of those indicators and results for appears in Table Victoria Police annual report 2008//2009

23 Section 3 Our Performance Table 5: Output results reported to government at 30 June Measure Performance Target Result Performance Variation (%) Quantity Reduction in property crime 2% -1.6% -0.4 Reduction in crimes against the person 2% +1.8% +3.8 Number of events responded to (metro area and from regional police communication centres) 760, , Number of crime prevention and community safety checks conducted Quality Proportion of community satisfied with policing services (general satisfaction) 6 Proportion of the community who have confidence in police 7 480, , % 67.2% % 82.0% 0.0 Proportion of drivers tested who comply with alcohol limits 99% 99.6% +0.6 Proportion of drivers who comply with posted speed limits 99% 99.6% +0.6 Proportion of drivers tested who return clear result for prohibited drugs 97% 99.0% +2.0 Proportion of successful prosecution outcomes 92% 93.1% +1.1 Timeliness Proportion of crimes against the person resolved within 30 days 56% 53.2% -2.8 Proportion of property crimes resolved within 30 days 20% 21.5% +1.5 Notes: 6 Measured by the independently conducted National Survey of Community Satisfaction with Policing, representing that proportion of respondents who were Very Satisfied/Satisfied in general with policing services. 7 Measured by the independently conducted National Survey of Community Satisfaction with Policing representing the proportion of respondents who Strongly Agreed/Agreed that they had Confidence in Police. Victoria Police annual report 2008//

24 Section 3 Our Performance Factors significantly affecting output performance The results against output performance indicators have generally been good and within the forecast range (which is + / - 5 per cent). This section provides comment on those results which fall outside that forecast range or where performance variation might otherwise be regarded as significant. Reduction in crimes against the person: For the financial year , reported crimes against the person have increased by 1.8 per cent. This increase is largely attributable to a 7.4 per cent increase in the incidence of assault offences. Detailed explanation of variances attributable to Family Violence can be found earlier in this section. During the year, Victoria Police strategies and programs, such as Safe Streets Taskforce have strengthened the enforcement effort directed at reducing alcohol fuelled violence in public places. Crime Prevention and Community Safety Checks Conducted: The minus 11.3 per cent variation from the estimated number of Crime Prevention and Community Safety Checks reflects changes in the way police checks are now undertaken. approximately 40 per cent of some non-technical police record processing work that does not attract any revenue has been transferred to CrimTrac. Victoria Police now only conducts approximately half of the Working With Children checks. The rest are conducted by CrimTrac accredited organisations; Department of Justice Working with Children Check Unit (37%), Victorian Institute of Teaching (5%) and the remaining eight per cent by other government departments, private sector organisations. the introduction of the new federal aged-care legislation where all employees and volunteers in the aged-care sector had to be police record checked saw significant increases in the number of police checks during the and financial years. As aged care providers are only required to be re-checked every three years, saw reduced demand for checks to be conducted. Proportion of community satisfied with policing services (general satisfaction): Since June 2008, General Satisfaction has declined by 2.5 per cent (from 69.7% to 67.2%). There has been a similar decrease in the national average result for this measure over the same period. The drivers for the decrease are not entirely clear at this time, but they do not seem to be limited to Victoria. However, it should be noted that there has been no similar decline in levels of satisfaction with service provided among those members of the community who have had direct business contact with Victoria Police in the last 12 months (customer satisfaction). At 30 June 2009, customer satisfaction with policing services was at 83.3 per cent. (see page 18 above). 22 Victoria Police annual report 2008//2009

25 Section 3 Our Performance Output Costs and Resource Allocation In Victoria Police expended $1,731 million on the delivery of the Policing Services output. This represented a 6.19 per cent increase over the total of $1,630 million. The table below provides a summary of comparative financial results over a five year period. Table 6. Summary Financial Results Total income 1,352,112 1,523,873 1,583,522 1,676,603 1,784,140 Less total expenses 1,349,221 1,517,254 1,556,428 1,620,837 1,731,520 Net result from operating activities 2,891 6,619 27,094 45,766 52,620 Net cash flow from operating activities 70,726 94,383 43,932 54,694 54,398 Total assets 835, ,002 1,719,746 1,190,259 1,298,833 Total liabilities 426, , , , ,103 Victoria Police annual report 2008//

26 Section 4 Our People 24 Victoria Police annual report 2008//2009

27 Section 4 Our People Victoria Police is committed to supporting and protecting our people to perform their roles, in terms of their health, safety and wellbeing, by building skills and leadership capability across all levels and by creating opportunities for the personal and professional development of staff. We realise to attract and retain a highly skilled workforce we need to increase organisational flexibility through workplace arrangements that attract new and diverse people to the organisation and support the retention of existing staff. So that we continually improve our organisational leadership, professional capability and performance our human resource programs and policies are focussed on ensuring our people are safe and healthy, adaptive, responsive, confident and professional so as to deliver excellence in policing services to our diverse community. Recruitment, Retention and Deployment Workforce Planning The People Allocation Model (PAM) is a distributive model which allocates the available police resources in an equitable manner, using 12 social and demographic issues identified as the key drivers of policing. In January 2009, the PAM was updated with additional data relating to those 12 drivers. Our reporting on human resource (HR) drivers has been enhanced to further assist managers. The data highlights information and trends that can affect a work location s capacity to deliver services and provides opportunities for comparison and knowledge sharing. These HR drivers were also utilised as key source data for the Victoria Police Compstat 1 process and to monitor our achievements against The Way Ahead on a regular basis. Police Numbers Implementation of the government s commitment to increase police numbers by 350 during the term of office is proceeding. Recruitment, training and induction scheduling is on track to increase police numbers to 11,250 by June Victoria Police has received continued interest from people wanting to join the organisation and a high rate of recruit applicants has been sustained. The quality of recruits remains high, with people from a range of professions seeking to join. Selection is based on merit and during , 428 recruits (67 per cent male and 33 per cent female) entered the Victoria Police Academy to commence training in the Probationary Constable Course. The average age for recruits was 30 years, which has remained relatively consistent over the past four years. Victoria Police continued to support the Australian Federal Police with overseas deployment of up to 63 members performing capacity building and peace-keeping duties in the Solomon Islands and East Timor during In addition to overseas deployments, Victoria Police deployed up to 54 police to the Airport Policing Program. Notes: 1 corporate Performance Review process undertaken across all areas of the organisation. Victoria Police annual report 2008//