2003 Annual Report - Queensland Police Service - Queensland ...

Queensland Police Service 

With Honour We Serve 

Vision 

We are determined to be a professional police service, dedicated to excellence and committed to working in 

partnership with the people of Queensland to enhance the safety and security of our community. 

Guiding Principles 

• Provide a corruption-free policing service to the Queensland community, based on integrity, fairness, 

equity, professionalism and accountability, 

• In partnership with the Queensland community as well as with other law enforcement agencies, provide 

responsive policing services to meet the Service's statutory responsibility to preserve peace and good 

order and to prevent, detect and investigate breaches of the law by the use of problem-solving approaches, 

• Help create a safe environment for all Queensland residents and visitors, 

• Employ effective and efficient management systems which provide maximum support to operational 

police and all other staff through: 

i. human resource management practices which value the contribution of all staff members; 

ii. education and training programs which support and enhance the capacities of all staff; and 

iii. corporate management practices which provide the information systems and administrative support 

structures required to ensure a well-equipped and well-informed Police Service. 

Mission 

The Mission of the Queensland Police Service is to serve the people of Queensland by protecting life and 

property, preserving peace and safety, preventing crime and upholding the law in a manner which has regard 

for the public good and the rights of the individual. 

Availability of the Annual Report 

The Annual Report is available on the Queensland Police Service web site at www.police.qld.gov.au, police 

stations and most public, university and Technical And Further Education (TAFE) libraries.

queensland police service 

contents 

Commissioner’s overview ____________________________________________________ 2 

Year in review______________________________________________________________ 4 

Performance at a glance _____________________________________________________ 6 

Corporate governance _______________________________________________________ 8 

Profile ____________________________________________________________________ 12 

Organisational structure _____________________________________________________ 13 

Delivering services to the community __________________________________________ 17 

• Proactive, problem-oriented policing ________________________________________ 18 

• Crime detection, investigation and prosecution _______________________________ 25 

• Combating major and organised crime ______________________________________ 30 

• Preservation of public safety_______________________________________________ 35 

• Traffic policing, speed management and camera operations_____________________ 41 

• Ethical standards and public accountability __________________________________ 47 

• Corporate support _______________________________________________________ 54 

Crime statistics ____________________________________________________________ 62 

Our clients ________________________________________________________________ 68 

• Responding to diversity – Multicultural Queensland Policy ______________________ 68 

• Rural and regional Queensland_____________________________________________ 69 

• Responding to our clients _________________________________________________ 69 

Our people ________________________________________________________________ 70 

• Chaplaincy _____________________________________________________________ 70 

• Voluntary early retirement _________________________________________________ 70 

• Balancing work and family ________________________________________________ 71 

• Supporting women’s career development ____________________________________ 71 

• Female police officers by rank (1999 – 2003) _________________________________ 72 

• Honours and awards _____________________________________________________ 74 

• In the line of duty ________________________________________________________ 76 

Other reporting ____________________________________________________________ 77 

• Energy management______________________________________________________ 77 

• Waste management ______________________________________________________ 77 

• Consultancies ___________________________________________________________ 77 

Overseas travel ____________________________________________________________ 78 

• Legislation______________________________________________________________ 82 

Financial statements ________________________________________________________ 83 

Directory __________________________________________________________________ 117 


1

commissioner’s 

overview 

The 2003 Annual Report is the last of a series of three such 

publications that have highlighted the four key areas of my 

personal vision for the Queensland Police Service: Performance, 

Professionalism, People and Partnerships. Of the two previous 

reports, one focused on People and the other on Partnerships. 

This year’s Annual Report focuses on the remaining two themes: 

Performance and Professionalism. 

It is critical to the future success of the Service that we continually strive to improve our performance and our 

professionalism. In order to strengthen our focus on operational performance, I introduced formal Operational 

Performance Reviews (OPRs) as a trial in 2001–02. These reviews have now been in place for two years and have 

proved an effective performance management tool. OPRs have become central to the Service’s strategic 

management and operational planning. The 29 district-level OPRs systematically examine, analyse and review key 

policing issues in each district, and focus on developing effective policing in response to these issues. The 

structure of the OPRs is closely tied to Problem-Oriented and Partnership Policing (POPP), a proactive approach 

that looks beyond simply reacting to crime in order to develop strategies to address its causes. The OPR process 

recognises the benefits that can be achieved by engaging other agencies and the community in partnerships to 

develop collaborative responses to policing problems. 

Recent performance has been encouraging, with downward trends in a number of crime categories. For example 

the statistics illustrate that the rate of homicide, unlawful entry, armed robbery, unarmed robbery and motor 

vehicle theft are at their lowest level for the past nine years. The rate of assault in Queensland was 31 percent 

below the national average, robbery was 48 percent below, unlawful entry was 8 percent below and motor vehicle 

theft was 26 percent below. 

To maintain these positive trends, the Service must ensure that it prepares itself to respond effectively to new 

forms of crime, and any additional challenges that may arise as the twenty-first century unfolds. As the 

globalisation of communities and economies advances, so do opportunities for associated crime and other 

invasive influences, including terrorism, high-technology crime and illicit transnational activities such as money 

laundering, people smuggling and drug and firearms trafficking. 

In response to these external influences, and the tragic events in New York on 11 September 2001, a new national 

framework was agreed to by the Leaders’ Summit on Terrorism and Multi Jurisdictional Crime in April 2002, to 

guide Australia’s response to terrorism and transnational crime. The need for a coordinated national response was 

again highlighted just six months later, in October 2002, by the terrorist attacks in Bali that resulted in the death 

or injury of many Australians. 

Professionalism is the second theme of this year’s Annual Report and another key component of my personal 

vision for the Service. 

A highlight of the year was the 7th Retraining Conference of the Federal Bureau of Investigation (FBI) National 

Academy Asia Pacific Chapter, hosted by the Queensland Government in May 2003 at the Gold Coast. This brought 

to Queensland the opportunity to examine world-class training in managing and responding to the threat of 

terrorism. The conference, the largest law enforcement conference ever held in Australia, involved senior 

2 With Honour We Serve

executives and key personnel from diverse agencies and organisations from a broad range of countries associated 

with countering terrorist threats. 

The professionalism of the Service was also recognised in the 2002 Premier’s Awards for Excellence in Public 

Sector Management. The Service won the Leadership Excellence Category with a project focussing on minimising 

alcohol abuse in Indigenous communities in Mount Isa, Doomadgee, Mornington Island and Normanton. The 

Service was also a finalist in ‘Focusing on Our People’ for its Volunteers in Policing (VIP) Program. 

Investing strongly in education and training is one of a number of strategies employed by the Service to ensure the 

professionalism of its members and the quality of the services they deliver. In support of this, high levels of 

accountability are demanded by the organisation, which are maintained through a strong focus on complaints 

management and the implementation of client service standards. 

In addition to highlighting some of the key achievements of the Queensland Police Service during the 2002–03 

financial year, this Annual Report also presents the department’s audited financial statements, and discharges 

statutory obligations that arise under s.39 of the Financial Administration and Audit Act 1977. 

The Queensland Police Service delivers policing 24 hours a day to almost four million Queenslanders and the 

many visitors to the State. These services have to be delivered across a land mass of 1.7 million square kilometres, 

or around one quarter of Australia. The delivery of policing services is predominantly, and most visibly, undertaken 

by the Service’s 8,434 police officers, supported by 3,257 staff members who provide administrative, specialist 

and expert support to policing operations. In line with the Service’s 10-year staffing plan, the number of police in 

Queensland will continue to grow by around 300 per year until 2005. 

As at 30 June 2003, there were 438 police stations, 33 Neighbourhood Police Beats and 45 Police Beat Shopfronts 

across the State. The Service’s vehicle fleet consisted of 1,696 cars, 87 motorcycles and 63 other vehicles including 

‘booze buses’. The Service’s four fixed-wing aircraft recorded 2,450 flight hours, and a fleet of 53 vessels patrolled 

Queensland waters. The 22 horses in the Mounted Unit and 64 police dogs were also used in a range of policing 

operations. The Service continued to maintain its own secure digital radio network and an extensive information 

technology network, together with substantial training assets including Academies at Oxley and Townsville. 

It is from this extensive resource base that the Service responds to calls for service and local law and order issues. 

This is the core business of the Queensland Police Service. Performance in this area is directly linked to the 

achievement of the Government Priority ‘Safer and More Supportive Communities’. 

As events continue to unfold both locally and on the international stage, it is clear that maintaining public order 

and community safety are issues of great importance to all Queenslanders. The Service remains committed to the 

achievement of safer and more supportive communities. To this end, the organisation will continue its strong 

focus on performance management and professionalism. 

I would like to close by formally acknowledging the contribution of a number of members of the senior executive 

who retired during the period covered by this Annual Report. In August 2002, former Deputy Commissioner Ron 

McGibbon, APM, retired from the Service after a career that spanned some 43 years. Mr McGibbon made a 

significant contribution to the operations and management of the Service, characterised by strategic leadership, 

enthusiasm and dedication. In addition, Assistant Commissioner Graham Williams, APM, Assistant Commissioner 

Andrew Kidcaff, APM, and the Director of Human Resources, Mr David Gill, also retired during the year. I would like 

to acknowledge the significant contribution made by these four officers and thank them for their dedication and 

commitment to the Queensland Police Service. 

Bob Atkinson APM 

Commissioner 


3

year in review 

• In February 2003, the Service established a Counter Terrorism 

Coordination Unit, to give expert strategic advice to 

government and assist in the coordination of the State’s 

counter-terrorism strategies. 

• Thirteen Disaster Victim Identification Squad officers were 

deployed to Bali, as part of an Australian contingent, to assist 

FBI Conference, Gold Coast, May 2003. 

the Indonesian Government following the terrorist attack in Bali. 

• Since May 2000, 24 Queensland Police Service officers have been deployed to East Timor as peace-keepers 

with the United Nations. The last contingent of police officers from Australia will be deployed to East Timor in 

November 2003. The Service will deploy another two police officers, before the withdrawal of all elements of 

the United Nations from East Timor in June 2004. 

• The Queensland Government and Queensland Police Service jointly hosted the 7th Asia Pacific Region, Federal 

Bureau of Investigation (FBI) National Academy Associates (FBINAA) Retraining Conference. The Conference 

theme, The Impact of Global Terrorism on Law Enforcement Agencies, focused on terrorism prevention, 

immediate response and consequence management. 

• The Service formally implemented Operational Performance Reviews in July 2002. Each police district’s 

performance is assessed in relation to five operational and three corporate priorities: personal safety; property 

crime; calls for service; major events / critical incidents; unique district issues; human resource management; 

financial management; and professional standards and ethical practices. 

• The Client Service Charter and Standards, introduced into the Service in July 2002 after extensive consultation, 

established the level of service that the Queensland community can expect from the Service. 

• The Service provided additional Police Beats at Manoora, Narangba, Mango Hill and Beachmere, and 

constructed Police Shopfronts at Milton/Paddington and Deception Bay. 

• Five Tactical Crime Squads were established during 2002–03. A total of 16 Tactical Crime Squads will be 

established by February 2004 to target known crime hotspots and drug-related offences. The first 11 Squads of 

14 officers have commenced operations in the Gold Coast; Logan; South Brisbane; Brisbane Central; 

Toowoomba; Ipswich; Sunshine Coast; Rockhampton; Mackay; Townsville and Cairns. A further seven officers 

have been attached to the Cairns Tactical Crime Squad to provide services to the Cape York and Torres Strait area. 

• The State Flying Squad commenced operations in January 2002. A further seven officers were appointed to the 

Squad in 2002–03, to take the Squad’s strength to 14 officers. 

• In November 2002 the Queensland Government’s tough new ‘anti hoon’ legislation which amended the Police 

Powers and Responsibilities Act 2000 came into effect to counter dangerous and nuisance driving practices. 

Under this legislation police have the authority, in certain circumstances, to impound vehicles and obtain court 

orders for the forfeiture of vehicles. In the period between 4 November 2002 and 30 June 2003, 596 vehicles 

were confiscated for first offences and four drivers were detected committing a second offence. 


• The Service established a Tourist Oriented Policing Unit to enhance the 

safety and security of tourists by assisting police officers to respond to the 

particular needs of tourists within their local areas, and also to be the 

principal point of contact for the tourism industry. 

• The introduction of two additional dog / handler teams to assist in drug 

detection, and the restructuring of specialist dog teams, brought the 

number of drug dog teams to six. 

• A new complaints management system was introduced that has increased 

the self-regulation by the Service of less serious misconduct, as well as 

increasing supervisor accountability and the use of managerial resolution 

strategies in the handling of complaints. 

• To comply with the National Association of Testing Authorities (Australia) 

(NATA), the Service continued to upgrade its forensic facilities and the 

purchase of essential forensic equipment, including 15 additional 

specialist motor vehicles, 90 fingerprint kits and 12 forensic light sources. 

Staffing 

2001 - 2002 - 

2002 2003 

Police Officers 8,053 8,434 

Police Recruits 315 270 

Staff Members 3,142 3,257 

Total Employees 11,510 11,961 

Notes: 

1. Staffing numbers refer to actual employees, not 

‘full time equivalent’ employees. 

2. ‘Staff Members’ refers to employees other than 

police officers or police recruits. 

3. All staffing numbers are as at 30 June of the year 

under review. 

Finance 

2001 - 2002 - 

2002 2003 

ASSETS 

Property, $691M $744M 

Plant & Equipment 

KEY EXPENSES 

Employee Expenses $687M $736M 

Supplies & Services $115M $112M 

KEY REVENUES 

Output Revenue $829M $901M 

• The Domestic Violence Legislation Amendment Act 2002 (Qld) was 

proclaimed in March 2003, broadening the range of domestic relationships included under the domestic 

violence legislation. Statewide domestic violence training was provided to all police in relation to these 

amendments. 

• The Service, in conjunction with Queensland Transport, has continued to review and enhance the high profile 

Fatal Fou road safety campaign. A revised Fatal Four advertising campaign places an increased emphasis on 

the role that police play in reducing the incidence of road trauma. 

• The Service conducted a leadership training program for all staff with supervisory responsibilities. The 

Supportive Leadership Program was developed to reduce employee stress through improved leadership. 

Police officers enhance safety and security at major events. 


5

performance 

at a glance 

Building safe and secure communities. 

Proactive 

Problem-Oriented 

Policing 

Activities to prevent crime 

from occurring by addressing 

the causes of crime through a 

range of proactive initiatives. 

22% 

Reported personal safety offences remained stable. 

5% decrease in reported property security offences. 

87% of people felt safe when home alone. 

63% stated they felt safe while walking or jogging locally. 

76% satisfaction with police support for community 

programmes 1 . 

Crime Detection, 

Investigation and 

Prosecution 

General duty activities 

involving calls for service and 

initial investigations. 

21% 

Number of reported Offences Against the Person remained 

consistent with 2001–2002. 

Number of reported Offences Against the Property 

decreased by 5% during the financial year. 

68% of Offences Against the Person were cleared during 

the period, in comparison to 63% in 2001–02. 

27% of Offences Against Property cleared, in comparison to 

25% in 2001–02. 

70% general satisfaction with police 1 . 

83% satisfaction with initial police response 1 . 

1 ACNielsen National Survey of Community Satisfaction with Policing July 2002 to June 2003. 


Combating Major 

and Organised 

Crime 

Operations and 

investigations targeting 

criminal offences. 

24% 

15% increase in drug offences detected by police. 

41% increase in prostitution offences detected by police. 

90% of homicides (murder), 72% of assaults and 73% of 

sexual assaults reported in 2002–03 were cleared by police 

during the period. 

81% satisfaction with police response from specialist 

officers 1 . 

Preservation of 

Public Safety 

Policing services that 

preserve good order and 

safety during civil 

emergencies and special 

events. 

11% increase in the number of good order offences. 

This category of offences differs from Offences Against the 

Person and Offences Against Property as they are generally 

detected by police, rather than reported by members of the 

community. 

13% 

Traffic Policing, 

Speed 

Management and 

Camera 

Operations 

Proactive and reactive traffic 

policing operations, or those 

activities intended to prevent 

or detect motorists 

committing traffic offences. 

17% 

Road toll of 339 was higher than 2001–02 (318). 

One drink driving offence detected for every 106 breath 

tests conducted, compared with one offence for every 35 

breath tests in 1996. 

During 2002–03 (to end April), there were 290,254 

infringement notices issued as a result of Speed Camera 

operations. 

Ethical Standards 

and Public 

Accountability 

Activities that ensure 

Queensland has a police 

service that is fully 

accountable, well managed 

and characterised by the 

professionalism of its 

members. 

3% 

The rate of complaints against police rose from 279 per 1,000 

officers in 2001–02 to 313 in 2002–03. This rise is the result 

of revisions to the complaint management system, and an 

increase in the rate that members of the Service are reporting 

other members for misconduct, reflecting increasing 

intolerance of unethical behaviour within the Service. 

Survey results 1 indicate: 

• 80% of people believed police performed their job 

professionally. 

• 66% stated police treat people fairly. 

• 76% thought most police were honest. 

• 83% had confidence in police. 

1 ACNielsen National Survey of Community Satisfaction with Policing July 2002 to June 2003. 


7

corporate 

governance 

The Commissioner is responsible for the efficient and proper 

administration, management and functioning of the Police 

Service in accordance with law. To assist the Commissioner 

in discharging these responsibilities, a corporate governance 

framework has been established incorporating two principal 

decision-making forums: the Senior Executive Conference and 

the Board of Management. Five strategic committees address 

more detailed aspects of the Service’s responsibilities in respect 

to risk management, internal audit, information management, 

workplace health and safety and financial management. 

The Board of Management includes (L ot R) Deputy Chief 

Executive (Resource Management), Dick Warry PSM; 

Commissioner Bob Atkinson APM; Deputy Commissioner, 

Dick Conder APM; and the Director Office of the 

Commissioner, Dr Ann Scott PSM. 

Senior Executive Conference 

The Senior Executive Conference provides: 

• strategic focus and direction for the Queensland Police Service in respect to operational efficiency and 

effectiveness and medium to long-term planning; and 

• ensures cohesion, integration and coordination of the Service's strategic direction. 

The Senior Executive Conference is chaired by the Commissioner. Membership includes all senior executive 

officers of the Service, two representatives of the Service's Women’s Advisory Group and a senior police chaplain. 

The Conference meets quarterly. 

The Service’s primary decision making body–the Senior Executive Conference. 


Board of Management 

The functions of the Board of Management are to: 

• support and facilitate the role of the Senior Executive Conference in setting the strategic focus and direction of 

the Service; 

• ensure that the ongoing management of the Service is in accordance with the agreed strategic focus and 

direction; 

• assist the Commissioner in the ongoing management of the Service, with particular regard to: operational; 

human resource management; information management; budget and financial resource management; and 

asset management issues; 

• ensure that management is responsive to changing circumstances; 

• identify issues relating to the strategic management of the Service that should be referred to the Senior 

Executive Conference; and 

• ensure that the Service fulfils its obligations to all management standards and requirements, such as reporting 

timelines of the annual budget cycle. 

The Board of Management is chaired by the Commissioner and includes the: 

Deputy Chief Executive (Operations) 

Deputy Chief Executive (Resource Management) 

Director, Office of the Commissioner 

two Assistant Commissioners 

In 2002–03, the Assistant Commissioners’ positions were filled by: 

Assistant Commissioner Kathy Rynders (Crime and Misconduct Commission) 

Assistant Commissioner Grahame Gronow (Northern Region) 

Assistant Commissioner Colin McCallum (Central Region) 

In 2002–03 the Board of Management met on ten occasions. 

Committees 

Risk Management Committee 

The Service recognises risk management as an integral part of management practice. The Risk Management 

Committee is responsible for: 

• overviewing and reviewing the development of the Service’s risk management policy; 

• providing direction and guidance for the implementation of risk management practices; 

• ensuring that management accountability for risk management is maintained and supported by appropriate 

systems and controls; 

• initiating, coordinating and monitoring actions to reduce or eliminate risks; 

• establishing appropriate information systems to facilitate monitoring of the effectiveness of the Service's risk 

management policy; and 

• planning and implementing training programs relating to risk management. 


9

The Risk Management Committee is chaired by the Assistant Commissioner, Ethical Standards Command, and 

includes the: 



Director, Office of the Commissioner 

Director, Finance Division 

Assistant Commissioner (Metropolitan South Region) 

Risk Management Coordinator 

Queensland Police Service Solicitor 

In 2002–03 the Committee met on three occasions. 

Audit Committee 

The Audit Committee monitors and reviews internal audit activity which involves: 

• overviewing internal audit work plans and priorities; 

• reviewing internal audit reports and monitoring the implementation of audit recommendations; 

• reviewing annual financial statements; and 

• liaison between the external auditor and the Commissioner. 

The Committee is chaired by a representative of BDO Kendalls, and includes: 

Director, Administration Division 

Assistant Commissioner (Ethical Standards Command) 

Assistant Commissioner (Regional) 

In 2002–03 the Committee met on three occasions. 

Information Steering Committee 

The Information Steering Committee is responsible for ensuring that the Service’s investment in the development, 

implementation, use and support of information, communication and technology (ICT) is efficient and effective, 

and delivers the benefits and outcomes expected. This includes: 

• providing strategic focus and effective direction of ICT for the Service; 

• ensuring cohesion, integration and coordination of the Service’s strategic ICT direction in support of the 

efficiency, effectiveness, equity and consistency in providing policing services to the Queensland community; 

• setting the direction for development, review and implementation of the Service’s ICT Strategic Plan; and 

• addressing strategic ICT issues. 

The Committee is chaired by the Commissioner, and includes the: 



Assistant Commissioner (Operations Support Command) 

Assistant Commissioner (rotational member from Regions/Commands) 


Director, Administration Division 

Director, Information Management Division 

Manager, Information Planning Branch (Executive Officer) 


Executive Director, Law and Justice Policy, Department of the Premier and Cabinet 

Assistant Under Treasurer, Queensland Treasury 

Director, Information Management Branch, Department of Corrective Services 

Manager, Information Systems Branch (visitor) 

In 2002–03 the Committee met on two occasions. 

Corporate Health and Safety Coordinating Committee 

The Corporate Health and Safety Coordinating Committee provides a forum for consultation between the Service 

and the relevant trade unions of employees. The Committee is an advisory body that looks at corporate health and 

safety issues: 

• with statewide implications; 

• referred to it by regional health and safety meetings; and/or 

• raised by union representatives. 

More recently the role of the Corporate Health and Safety Coordinating Committee has been extended to include 

stress management co-ordination. 

The Committee is chaired by the Commissioner or his delegate and includes the: 

Manager, Health and Safety Section 

Risk Management Coordinator, Ethical Standards Command 

Coordinator, Employee Assistance Service 

Inspector, Operational Research and Advisory Unit 

Superintendent, Operational Performance Review Unit 

Police Chaplaincy representative 

Office of the Queensland Police Service Solicitor representative 

Queensland Public Sector Union representative 

Queensland Police Commissioned Officers’ Union representative 

Queensland Police Union of Employees representative 

Health and Safety Advisor (Stress Management) – secretariat 

other invited representatives 

In 2002–03 the Committee met on four occasions. 

Finance Committee 

The function of the Finance Committee is to advise the Board of Management on the status of the Service’s budget 

and determine funding allocations across the regions, commands and divisions. 

The Committee is chaired by the Deputy Chief Executive (Resource Management) and includes the: 

Commissioner 



Principal Policy Officer, Office of the Commissioner 

Manager, Financial Operations 

In 2002–03 the Committee met monthly. 


11

profile 

• Queensland covers approximately 1.7 million square 

kilometres, representing 25 percent of Australia’s land mass. 

• Queensland’s population is approaching 4 million. 

• The Service was established in 1864 pursuant to the 

Police Act 1863 (Qld). 

• The Service consists of 8,434 police officers and 3,257 staff members operating under the legislative framework 

established by the Police Service Administration Act 1990 (Qld) and the Police Powers and Responsibilities Act 

2000 (Qld). 

• The functions of the Service, outlined in s.2.3 of the Police Service Administration Act, are to preserve peace 

and good order; protect the community; prevent crime; detect offenders; uphold the law; ensure the fair and 

efficient administration of law; and provide services in emergency situations. 

• The Service expended $ 917M in the 2002–03 financial year across its seven outputs: Proactive, Problem- 

Oriented Policing; Crime Detection, Investigation and Prosecution; Preservation of Public Safety; Combating 

Organised and Major Crime; Traffic Policing, Speed Management and Camera Operations; Ethical Standards and 

Public Accountability; and Corporate Support. 

• These outputs represent the core activities of the Service and are strategically aligned to the whole-ofgovernment 

priorities including Safer and More Supportive Communities. 

• There are two specialist units and one command that report directly to the Commissioner: the Office of the 

Commissioner; Media and Public Relations Branch; and the Ethical Standards Command. 

• To facilitate policing at a local level, the Service is divided into eight geographical regions. In addition, there are 

two functional commands, established centrally, to provide specialist support as required. 

• Each of these regions and commands is managed by an Assistant Commissioner who reports to the Deputy 

Commissioner, Deputy Chief Executive (Operations). 

• There are four divisions that collectively deliver the corporate support functions of the Service. Each division is 

managed by a Director who reports to the Deputy Chief Executive (Resource Management). 

• The organisational chart on page 13 depicts these organisational units and reporting relationships. 

• The regionalised structure of the Service with specific information provided in respect of each region is shown 

on pages 14 to 16. 


organisational 

structure 

Commissioner 


Office of the Commissioner 

CMC Police Group 

Ethical Standards Command 

Media & Public Relations Branch 

Deputy Chief Executive 

(Operations) 

Deputy Chief Executive 

(Resource Management) 

Operations Support Command 

Communications Branch 

Disaster & Major Events 

Planning Branch 

Forensic Services Branch 

Legal Services Branch 

Policing Advancement Branch 

Specialist Services Branch 

State Traffic Support Branch 

Far Northern Region 

Cairns District 

Innisfail District 

Mareeba District 

Northern Region 

Mount Isa District 

Townsville District 

Central Region 

Gladstone District 

Longreach District 

Mackay District 

Rockhampton District 

Southern Region 

Charleville District 

Dalby District 

Ipswich District 

Roma District 

Toowoomba District 

Warwick District 

State Crime Operations Command 

Crime Operations Branch 

Bureau of Criminal Intelligence Qld 

North Coast Region 

Bundaberg District 

Maryborough District 

Gympie District 

Sunshine Coast District 

Redcliffe District 

Metropolitan North Region 

Brisbane Central District 

Brisbane West District 

North Brisbane District 

Pine Rivers District 

Metropolitan South Region 

Oxley District 

South Brisbane District 

Wynnum District 

South Eastern Region 

Gold Coast District 

Logan District 

Administration Division 

Administration Branch 

Freedom of Information Unit 

Logistics Branch 

Property & Facilities Branch 

Weapons Licensing Branch 

Finance Division 

Human Resources (HR) Division 

HR Development Branch 

HR Management Branch 

Health, Safety & 

Industrial Relations Branch 

Information Management 

Division 

Information Planning Branch 

Information Resource Centre 

Information Systems Branch 

Police Information Centre 

Information Security Section 


13


Assistant Commissioner: 

Allan Roberts APM 

Districts: 

3 (Cairns, Mareeba, Innisfail) 

Population: 230,580 

Area (square kms): 289,382 

Human Resources: 

575 Police Officers 

172 Staff Members 



Patrick Doonan APM 

Districts: 

5 (Bundaberg, Maryborough, 

Gympie, Sunshine Coast, 

Redcliffe) 




1,066 Police Officers 


Northern Region 


Grahame Gronow APM 

Districts: 

2 (Mt Isa, Townsville) 








Allan Honor APM 

Districts: 

6 (Charleville, Roma , Dalby, 

Warwick, Toowoomba, Ipswich) 








Colin McCallum APM 

Districts: 

4 (Longreach, Mackay, 

Rockhampton, Gladstone) 






South Easthern Region 


David Melville APM 

Districts: 

2 (Logan, Gold Coast) 









John Banham APM 

Districts: 

4 (Brisbane Central, Brisbane 

West, North Brisbane, Pine 

Rivers). 


Area (square kms): 1267 




Metropolitan South Region 


Peter Freestone APM 

Districts: 

3 (South Brisbane, Oxley, 

Wynnum) 








Peter Swindells APM 


provides a statewide response to 

major and organised crime. The 

Command supports regional 

operations by providing 

investigative services, specialist 

staff and access to sophisticated 

technology. 

Organisational Units: Crime Operations Branch, Bureau of 

Criminal Intelligence Queensland. 

Human Resources: 542 Police Officers, 157 Staff Members 



George Nolan APM 


supports regional operations by 

maintaining a range of specialist 

support functions that can be 

accessed and utilised to enhance 

local policing responses to 

incidents and events. 

Organisational Units: Policing Advancement Branch, Legal 

Services Branch, Specialist Services Branch, Forensic Services 

Branch, Disaster and Major Events Planning Branch, State 

Traffic Support Branch, Communications Branch. 

Human Resources: 608 Police Officers, 348 Staff Member 

Etnical Standards Command 


John McDonnell APM 

Ethical Standards Command is 

responsible for the promotion of 

ethical behaviour, discipline and 

professional practice within the 

Service. 

Organisational Units: Ethical 

Practice Branch, Inspectorate and 

Evaluation Branch, Internal Investigations Branch, Internal 

Audit Branch. 


Crime and Missconduct Commission 

(CMC) Police Group 

Director of Witness Protection 

and Operations Support, CMC 


Kathy Rynders APM 

The CMC Police Group performs 

duties within the Office of the 

Assistant Commissioner, 

Misconduct and Witness 

Protection of the Crime and Misconduct Commission. 

Human Resources: 82 Police Officers 


15


Director: Bob Carson 

The Administration Division 

performs general corporate 

administrative duties and 

manages logistics, weapons 

licensing, property and facilities, 

and freedom of information 

matters. 

Organisational Units: 

Administration Branch, Freedom of Information Unit,Logistics 

Branch, Property and Facilities Branch, Weapons Licensing 

Branch. 


Information Management Division 

Director: Denis Luttrell 

AO, RFD,ED 

The Information Management 

Division is responsible for providing 

a range of services including 

information planning; information 

systems development and 

implementation; management of 

corporate databases; maintenance 

of the Service’s Intranet; crime 

statistics; forensic mapping and cartography; library services; 

and central management of warrants and criminal histories. 

Organisational Units: Information Planning Branch, 

Information Resource Centre, Information Systems Branch, 

Police Information Centre, Information Security Section. 



Director: John Just 

The Finance Division is concerned 

with accounting operations, 

accounting policy and reporting, 

systems accounting and 

management accounting. 

Human Resources: 51 Staff 

Members 


Director: Dr Ann Scott PSM 

The Office of the Commissioner 

provides strategic advice and 

executive support to the 

Commissioner through strategic 

planning, policy coordination and 

development, Cabinet legislation 

and liaison, legal advice, 

organisational change and 

improvement and cross-cultural 

liaison. 

Organisational Units: Policy Unit, Strategic Development Unit, 

Cultural Advisory Unit, Executive Services Unit, Operational 

Performance Review Unit, Office of the Queensland Police 

Service Solicitor 


Human Resources Division 

Director: Jim Hardie 

The Human Resources Division is 

responsible for providing a range 

of professional development 

programs for officers and staff 

members at all levels, and 

manages the Service’s industrial 

relations responsibilities, 

including Workplace Health and 

Safety obligations. 

Media & Public Relations Branch 

Director: Leon Bedington 

The Media and Public Relations 

Branch manages and coordinates 

media liaison, marketing and 

public relations for the Service. 

Human Resources: 4 Police 

Officers, 38 Staff Members 

Organisational Units: Human Resource Development Branch, 

Human Resource Management Branch, Health, Safety and 

Industrial Relations Branch. 

Human Resources: 203 Police Officers, 270 Recruits, 312 Staff 

Members 


delivering services 

to the 

community 

Managing for Outcomes (MFO) provides the Queensland 

Government’s financial management framework to optimise 

the social, economic and environmental outcomes for 

Queensland communities through the efficient and effective 

management of government resources. As part of the 

MFO framework, a number of integrated Government Priorities for planning, budgeting and public sector reporting 

have been identified. These priorities, which form the basis of the Government’s Charter of Social and Fiscal 

Responsibility, are: 

• more jobs for Queenslanders – skills and innovation – the Smart State; 

• safer and more supportive communities; 

• community engagement and a better quality of life; 

• valuing the environment; and 

• building Queensland’s regions. 

Of these, building safer and more supportive communities relates particularly to the activities of the criminal 

justice system. It includes: 

• addressing the social and economic causes of crime; 

• promoting individual, family and community vitality that respects diversity; 

• minimising the risk and impact of emergencies and disasters; and 

• improving personal and public safety. 

To assist the achievement of safer and more supportive communities, the Service has identified key outputs that 

represent its core activities and services. These are: 

• proactive, problem-oriented policing; 

• crime detection, investigation and prosecution; 

• combating major and organised crime; 

• preservation of public safety; 

• traffic policing, speed management and camera operations; 

• ethical standards and public accountability. 

The Queensland Police Service Strategic Plan 2001–2005 identifies a seventh area. 

Corporate Support covers the administrative, financial, information and human resource management (including 

education and training services). Costs for corporate support are spread across the six key outputs. 


17

proactive 

problem-oriented 

policing 

Description 

Proactive, problem-oriented policing refers to the 

strategies adopted by police, generally in 

partnership with other government agencies and 

the community, to prevent crime by addressing its 

underlying causes. The Service is committed to 

preventing crime and improving community safety 

by implementing strategies based on sound 

problem identification and analysis, and 

developing responses that often engage the 

community and major stakeholders. This problemoriented 

approach is flexible enough to address 

both local community issues and problems or 

crime trends requiring a whole-of-service response. 

General duty police officers provide a first response to 

incidents within the community. 

The Service has been implementing problemoriented 

policing over the past few years and, 

particularly through the introduction of Operational 

Performance Reviews, is continuing to increase the 

emphasis placed on proactive, intelligence-led 

policing strategies. 

Links to Whole-of-Government Outcomes 

and Priorities 

Problem-oriented policing has the potential to have 

a significant impact on crime through the use of 

targeted initiatives focusing on personal safety and 

property security. This contributes to improved 

personal and public safety, and the development 

of safer, more supportive communities. 

Strategies 

The Queensland Police Service will: 

• develop innovative policing responses 

guided by research, intelligence and other 

relevant information, and evaluate and 

share the results throughout the State; 

• encourage collaborative partnerships to 

identify and address community 

concerns; 

• promote community awareness of crime 

prevention strategies; and 

• provide a visible police presence in 

Queensland communities. 

RESOURCES 

Policing Hours Expenditure 2002-2003 

204M 

Proactive, Problem-Oriented Policing 22% 

2001-2002 

193M 

22% 


PERFORMANCE Summary of Programs 

Neighbourhood Police Beats 

In 2002–03 four new Neighbourhood Police Beats were established at Beachmere, Mango Hill, Manoora and 

Narangba bringing the total number across the State to 33 Neighbourhood Police Beats. 

Neighbourhood Police Beats provide a visible police presence in urban environments. They are one component of 

the problem solving approach to policing, focusing on the particular needs of individual and local communities. 

Under the program, police officers patrol a defined local area or beat, increasing direct community access to the 

police, strengthening partnerships between the community and the Service, and facilitating a problem-solving 

approach to local policing issues. 

A recent evaluation of beat policing in Queensland, undertaken by the Crime and Misconduct Commission, 

revealed a reduction in reported crime in each of the four Neighbourhood Police Beats selected for the study. 

Police Beat Shopfronts 

There are now 45 Police Beat Shopfronts across the State. During 2002–03, new Shopfronts were constructed at 

Baroona Road Shopping Centre in Milton (opened June 2003) and at the Deception Bay Shopping Centre (to open 

September 2003). 

Shopfronts are generally established in shopping centres 

and central business districts where they provide a visible 

police presence and facilitate community access to the 

police. 

School Based Policing 

The School Based Policing Program operates in Queensland 

State secondary schools and their associated feeder primary 

schools. The program has been operating since 1997. There 

are now 19 School Based Police Officers operating in 30 

school communities across the State. 

A major aim of the School Based Policing Program is to 

promote positive relationships between the school 

community and the police. This is designed to enhance 

schooling by helping to provide a safe and supportive 

learning environment for all students. School Based Police 

Officers promote crime prevention strategies through 

education and support. Officers work with relevant agencies 

to counsel students, provide for their welfare and give timely 

advice to parents. 

Safe Schoolies 

Police Liaison Officers work in partnership with 

Queensland schools to promote positive relationships. 

The Service works in partnership with other government departments, the Gold Coast City Council, community 

groups and the Gold Coast Schoolies Festival Board to ensure the safety of the public during Schoolies Week. 

The Public Safety Response Team has developed a school based initiative targeting underage drinking and other 

liquor infringements, street offences, personal safety risks and other incidents frequently associated with end of 

school celebrations. 


19

Lesbian Gay Bisexual Transgender Liaison Program 

There are currently more than 140 trained liaison officers across Queensland working with the Lesbian, Gay, 

Bisexual and Transgender community. The State Domestic Violence Coordinator has recently assumed 

responsibility for the Service's involvement in the Lesbian, Gay, Bisexual and Transgender Liaison Program, which 

has been effective in detecting previously unreported crime committed against members of the community, with 

established networks also providing information about reported crime. 

Community Consultative Committees 

There are 66 Community Consultative Committees across Queensland. These committees provide a forum in which 

police at a local, district and regional level can engage with the community to: 

• discuss community policing issues; 

• promote a genuine partnership between police and the community; 

• facilitate the improvement of policing services to the community; 

• promote community awareness of policies and services offered by the Service; and 

• provide members of the community with access to police information or assistance. 

The Service recognises community engagement as a key strategy in preventing and reducting crime and enhancing 

public safety. 

Neighbourhood Watch Program 

Neighbourhood Watch is a community-based crime prevention strategy initially established to reduce the 

incidence of residential crime and improve household and personal safety. It has since been expanded to specific 

rural, commercial and marine areas. There are over 770 Residential, Rural, Commercial or Marine Neighbourhood 

Watch areas in Queensland. 

In October 2002, over 300 Neighbourhood Watch delegates attended the State conference held in Logan. The 

conference ran a series of workshops focused on the themes ‘Youth, Culture and Safety’. 

Personal Safety and Protective Behaviours 

The Personal Safety and Protective Behaviours programs are 

designed to improve the quality of life for members of the 

community by providing information about personal safety 

issues. 

Responding to community “calls for service”. 

The Protective Behaviours component is an anti-victimisation 

strategy that helps develop communication and problem 

solving skills. The program encourages people to identify 

potentially unsafe situations and develop strategies to 

preserve their physical and emotional safety. It also 

encourages networks that help to identify instances of 

mental, physical and sexual abuse, particularly in relation to 

adolescents and the elderly. In 2002–03, the Service 

conducted 20 seminars for community and other service 

organisations. 


Crime Prevention Through Environmental Design 

The Service continues to encourage Crime Prevention Through Environmental Design (CPTED). This program 

promotes an understanding of the relationship between the physical environment, its design and management, 

and its effect on human behaviour, and particularly crime. The principles of CPTED are promoted through seminars 

offered to State and local government agencies and community groups. Safety audits, which entail a site 

inspection, form an integral part of these seminars and enable police to demonstrate the application of CPTED to 

any environment. 

In 2002–03, the Service conducted eight CPTED workshops involving police and State and local government 

authorities. 

The At Risk Premises Project 

The At Risk Premises Project (TARP) analyses patterns of 

burglary offences to identify crime ‘hotspots’ and cases 

of repeat victimisation. This information is then used to 

develop tailored crime prevention and enforcement 

strategies for both the affected locality and its 

neighbouring areas. 

During 2002–03, a new TARP site was established within 

the Mount Isa Police Division. TARP projects are currently 

operating at Caboolture, Goodna, Morningside and 

Townsville. 

Volunteers in Policing 

Tourist Oriented Policing 

In December 2002, the Service established the 

Tourist Oriented Policing Unit in response to 

the State Government’s Strategy for Growing 

Tourism. The Unit will respond to the particular 

needs of tourists, and act as the principal 

Service point of contact for the tourism 

industry. The functions of the Unit include 

providing coordination, as necessary, between 

client groups, providing consultancy services, 

and coordinating victim support and any other 

follow-up actions when incidents occur. 

Through the Volunteers in Policing (VIP) program, members of the community are recruited and trained to assist 

police in a wide range of non-operational policing activities. Volunteers have made valuable contributions in the 

areas of victim support, crime prevention, community liaison and customer service. The VIPs have also assisted 

police in developing and implementing problem-oriented policing projects. 

The VIP program is an example of community engagement, encouraging people to take shared responsibility of 

local problems. It was a finalist in the 2002 Premier’s Award for Excellence in the category ‘Focusing on our 

people’. 

Policing Queensland’s Diversity 

The Cultural Advisory Unit, in the Office of the Commissioner, coordinates a number of programs across the State 

that have been established to enhance the relationship between the Service and Queensland's Indigenous and 

multicultural communities. The Unit coordinates the regular meetings of the Aboriginal and Torres Strait Islander 

Police Reference Group and the Police Ethnic Advisory Group. 

Cross Cultural Liaison Officers (CCLOs) 

Cross-Cultural Liaison Officers are police officers whose role it is to improve relations between the Service and 

Indigenous and multicultural communities and to assist other police to understand the issues affecting these 

communities. The CCLOs also identify potential community problems and difficulties before they escalate, and 

encourage members of these communities to contact police so that their issues and concerns can be addressed. 

There are eight full-time and 17 part-time CCLOs across the State. 


21

Queensland Aboriginal and Torres Strait Island Police (QATSIP) 

The Queensland Aboriginal and Torres Strait Island Police project was initiated as a trial in February 2000 to 

assess the viability of transferring responsibility for the Aboriginal and Torres Strait Islander Community Police 

from Aboriginal and Torres Strait Islander Councils to the Service. 

Fifteen QATSIP officers have been employed, trained and appointed to three trial locations: Woorabinda, Yarrabah 

and Badu Island. Under the supervision of police officers, QATSIP officers promote public safety by preserving law 

and order, and preventing and detecting crime in their communities using the Community By-laws. 

Police Liaison Officers (PLOs) 

Currently there are 126 Police Liaison Officers based throughout Queensland. The role of PLOs is to promote trust 

and understanding by maintaining contact between Indigenous or multicultural communities and the Police 

Service, assisting the community and police to: 

• reduce or prevent crime; 

• divert people from the criminal justice system; 

• advise and educate police officers on culture and cultural issues; and 

• improve community knowledge of law and order issues and policing services. 

While drawn from specific cultural backgrounds, PLOs work across the broad range of Indigenous or ethnic 

community groups. The majority of PLOs are drawn from the Aboriginal and Torres Strait Islander communities, 

with smaller numbers drawn from the Australian South Sea Islander, Chinese, Filipino, Pacific Islander, Samoan 

and Vietnamese communities. 

Police Liaison Officers also work with Cross Cultural Liaison Officers to coordinate Community Consultative Groups 

throughout the State. These groups are effective forums for addressing local issues of concern. 

Asian Specialist Support Unit 

The Asian Specialist Support Unit, State Crime Operations 

Command, maintains regular contact with the Asian 

communities. It also assists in monitoring criminal activity 

related to Asian communities, from the perspective of both 

victims and offenders. 

The Unit works closely with the Cultural Advisory Unit, Cross 

Cultural Liaison Officers and PLOs, particularly those from 

Vietnamese and Chinese backgrounds. Officers work with 

community groups planning celebrations such as the 

Chinese New Year and Buddha's Birthday. 

Police Liaison Officers assist in establishing and 

maintaining positive relationships with Indigenous and 

ethnic communities. 


PERFORMANCE Regional Activities 

The Far Northern Region introduced a drug education program into the Bamaga High School in response to an 

increase in reported crime committed by local youths under the influence of drugs. Resources from the Service’s 

Drug and Alcohol Community Education Resource Package were used to inform students in Years 6 to 12 about 

drugs and the consequences of smoking illegal substances. 

In Northern Region, a Drug and Alcohol Management Advisory Group was established at the Kirwin State High 

School, to minimise the harm associated with illicit drug use by young people in Thuringowa. As part of the 

project, Year 9 students, working with the School Based Police Officer, developed a website offering information 

and strategies on drug and alcohol abuse. The project received a Highly Commended award at the 4th Annual Drug 

Prevention Awards in December 2002. 

Also in Northern Region, Charters Towers police formed partnerships with local government agencies and private 

enterprise to reduce calls for service related to paint sniffing by local youths. The program aimed to reduce the 

availability of the product, identify solvent abusers, arrange counselling and provide support to families. Receiving 

widespread community support and media coverage, the program significantly reduced this type of call for service. 

In October 2002, the Longreach police (in Central Region) initiated Project Property Security to try to reduce the 

incidence of property-related offences in the Longreach District. The project used a number of proactive initiatives 

including community education, Community Consultative Committees, and Adopt-a-Cop presentations. 

North Coast Region introduced a strategy to encourage 

positive interactions between young people and police 

in public places. A focus group was formed, consisting 

of young people and government representatives, to 

identify and address youth issues. This group has 

subsequently become a sub-group of the Sunshine 

Coast Regional Managers' Forum. 

Also in the North Coast Region, a partnership was 

formed with the Queensland Fire and Rescue Service to 

reduce the incidence of Unlawful Use of Motor Vehicle 

offences committed by youths. Workshops were 

conducted with offenders aimed at improving their selfesteem 

and to provide education on accident 

prevention, road rules and resuscitation. None of the 21 

youths who attended the workshops have re-offended. 

In Southern Region, the Ipswich Crime Prevention Unit, 

together with Ipswich VIPs, launched an Armed Robbery 

Awareness Program in the Ipswich business community 

to help reduce the number of armed hold up offences. 

Prevention strategies and intelligence-driven patrols 

were implemented from July to October 2002. Over that 

period, Armed Robbery offences decreased by 68 

percent compared with the previous four month period. 

Operational Performance 

Review 

In the 2001–02 Annual Report the 

Commissioner referred in his overview to the 

introduction of Operational Performance 

Reviews. These reviews were introduced as a 

trial in the first year. In 2002–03, they were 

introduced as a permanent management tool. 

Each of the Service's 29 District Officers and 

members of their District team come to Police 

Headquarters once a year to appear before the 

Commissioner and members of the senior 

executive. During each review, the District's 

performance is examined using a range of 

crime and other trends. Follow-up meetings are 

held six months later, by the Commissioner or 

Deputy Commissioner, in the respective 

Regions. The focus of the reviews is on 

improving performance. 

In September 2002, the Toowoomba Police District and Queensland Health launched the Healthier Lifestyles 

project to increase young people's awareness of the dangers of drug use. The key thrust of the project was that 

young people need to make wise, informed decisions about drugs. The initiative received wide coverage by all 

Toowoomba District media outlets over the period covering Schoolies Week, and the Christmas/New Year period. 


23

Mornington Island Police 

Citizens Youth Club (PCYC) 

In 1999 the first Police Citizens Youth Club activity 

centre was established at Yarrabah. Building on 

the success of the Yarrabah PCYC, the Service 

is now working with the PCYC Association, the 

Mornington Island Council, Education Queensland 

and Sport and Recreation Queensland to construct 

a PCYC activity centre at Mornington Island. 

The South Eastern Region introduced the Police and 

Young People Support Network into the Logan District. 

School Based Police Officers, teachers and social 

workers collaborated to identify young people with case 

histories indicating that they were likely to offend or reoffend. 

These young people then enter into a contract 

that provides opportunities for them to return to school, 

attend anger management courses, gain employment, or 

attend outreach development. Over 200 young people 

have participated in the network. The initiative won the 

Bronze Award in the Service's Excellence in Operational 

Policing award. 

The Metropolitan North Region, in partnership with the 

Queensland Fire and Rescue Service, Queensland Rail, 

the Department of Justice and Attorney General, Meals 

on Wheels and Education Queensland introduced 

Project Safe City in the Pine River District. The project is 

a Personal Safety and Protective Behaviours initiative designed to educate primary school students about how to 

live in a safe and secure environment. Project Safe City has been adopted in over 700 schools across the State. 

In Metropolitan South Region, the Oxley District Juvenile Aid Bureau launched a referral kit to be offered to young 

offenders subject to a police caution. The referral kits include information and brochures from government 

agencies on a range of issues including drugs, good parenting, counselling services and Police Citizen Youth Club 

activities. 

Also in Metropolitan South Region, the Wynnum District police, in partnership with the Lions Challenge Club of 

Cleveland, produced a Party Safe kit. The kit was developed to help reduce noisy party complaints and associated 

street disturbances, and provides young people planning a party at home with the relevant application forms, 

checklists and other information on laws, drugs, alcohol and smoking. 

PERFORMANCE Outlook for 2003–04 

Neighbourhood Police Beats at Pioneer in Mount Isa and Redbank Plains are scheduled to be operational by 

February 2004, bringing the total number of Beats to 35. 

Police Beat Shopfronts located at Springfield Lakes, Deception Bay and Coolangatta are scheduled to become 

operational late in 2003. The Service will commence work on the establishment of Shopfronts at Aspley, Buderim 

and Kawana Waters. By February 2004 the total number of Shopfronts is expected to reach 50. 

The Service, through the National Drug Strategy Law Enforcement Funding Committee, has approved a number of 

initiatives for 2003–04 including: an Alcohol Incident Management Study; a review of the DrinkRite program; the 

Regional Alcohol and Other Drug Consumption and Behaviour Profiles; and an Education Training Video for police, 

to complement Drug and Alcohol Community Education Resource Training. 

The Service will continue its cultural competence training, modifying recruit training, providing ongoing training to 

all officers and providing community-specific training for officers appointed to Indigenous communities. 

An amount $0.2 million will be provided in 2003–04 in grants to assist new and innovative Problem-Oriented and 

Partnership Policing (POPP) projects. 

The Service will evaluate and align the Awards for Excellence to recognise staff members who make significant 

contributions to service delivery, achievement of organisational goals and the Government's priorities. 


crime detection, 

investigation 

and prosecution 

Description 

Responding to calls for service is a primary 

responsibility of the Service and one of the most 

visible aspects of policing in Queensland. A 

significant proportion of the Service’s total 

resources are allocated to this output, ensuring 

appropriate and timely responses are provided to 

people seeking police assistance. 

The Service responds to a broad range of incidents. 

They can extend from life threatening emergencies 

to matters of general community assistance, 

although the majority of calls for service remain 

crime-related. In responding to these matters, 

investigations are aimed principally at identifying 

and prosecuting those who break the law. 



Effective law enforcement acts as a deterrent 

against potential criminal activity, thus helping to 

improve personal and public safety and develop 

safer, more supportive communities. 

The Police Prosecutions Corps provides for the 

prosecution of simple offices committal proceedings, 

inquests and applications of various kinds. 

Strategies 

The Service will: 

• provide a timely and appropriate 

response to incidents; 

• work with the community to detect, 

investigate and solve crime; 

• use information systems and intelligence 

to respond to crime effectively; 

• promote the effective use of technology 

and evidence gathering techniques in 

criminal investigations; and 

• assist victims and keep them and other 

stakeholders informed throughout the 

investigative process. 

RESOURCES 


201M 

Crime Detection, Investigation & Prosecution 21% 

2001-2002 

199M 

21% 


25


Tasks associated with these activities focus largely on reactive response-based policing undertaken predominantly 

by uniformed general duties officers. 

Tactical Crime Squads 

A total of 16 Tactical Crime Squads will be established by February 2004 to target known crime hotspots and drug 

related offences. The first 11 squads have commenced operations at the Gold Coast; Logan; South Brisbane; 

Brisbane Central; Toowoomba; Ipswich; Sunshine Coast; Rockhampton; Mackay; Townsville; and Cairns. 

Five Tactical Crime Squads were established during 2002–03 raising the total number of such squads across the 

State to 11. Tactical Crime Squads provide an increased, highly visible police presence, and also engage in 

proactive policing, researching and responding to crime problems in their local area. The squads are responsible 

for investigating all types of crime, but they place priority on property crime and offences involving the possession 

and supply of drugs. 

Drug Diversion 

The Police Drug Diversion program offers minor drug offenders, who meet the eligibility criteria, the opportunity to 

attend a Drug Court Diversion program. Such offenders thus avoid entering the criminal justice system. 

People who are apprehended for possession of 50 grams or less of cannabis are eligible if they have no 

convictions for violent offences and have not committed 

an indictable offence related to the cannabis found in 

their possession. The program provides individuals with 

assessment, education, and information about the legal 

and health consequences of cannabis use. It also 

provides counselling and assistance so that participants 

can develop a personal plan to make positive changes 

in their lives early in their drug taking habits. 

Since June 2001, 12,330 adults and juveniles have 

accepted diversion to the program as an alternative to 

going through the court system. 

Domestic Violence 

Drug Court Program 

The Drug Court Program was expanded to the 

Cairns and Townsville Magistrates Courts in 

November 2002. The program, also operating 

at the Beenleigh, Southport and Ipswich 

Magistrates Courts, is designed to help reduce 

drug dependency in the community, address 

criminal activity associated with drug 

dependency, and lessen the associated 

pressures on court and prison resources. 

The Service plays an essential role in providing an 

effective, professional and timely response to domestic violence incidents. This core policing responsibility is 

monitored and promoted by the State Domestic Violence Coordinator. The role of the coordinator in turn, involves 

developing domestic and family violence policy and procedures, reporting on the effectiveness of domestic 

violence legislation, coordinating domestic violence training strategies, and advising on integrated community 

responses to domestic violence and proactive domestic violence initiatives. The Service has a network of Domestic 

Violence Liaison Officers across the State. 

The Domestic Violence Legislation Amendment Act 2002 (Qld), proclaimed in March 2003, significantly broadens 

the range of domestic relationships included under the domestic violence legislation. All police were trained on 

these amendments. 


Enhanced Investigative Tools 

CrimTrac is a national database that provides all police jurisdictions with powerful fingerprint, DNA, and 

intelligence information searching capabilities and, over time, will also provide effective links to other operational 

policing information across Australia. 

The enhanced sophistication of Deoxyribonucleic Acid (DNA) testing has had a significant impact on the 

finalisation of criminal investigations. Individuals can now be identified, and suspects linked to crimes, with a 

high scientific probability. Since the introduction of DNA procedures in December 2000, Queensland police 

officers have collected DNA samples from 41,374 persons. A total of 727 suspects have been matched to DNA 

detected at crime scenes, including 160 prisoners whose DNA has been matched to previously unsolved cases. 

Over 4,000 prisoners have been tested through the Prisoner Sampling Scheme. 

These improvements in investigations, and the time saved in performing them, have allowed detectives to 

concentrate on other investigative priorities. Savings have been made throughout the criminal justice system as a 

result of the conclusive evidence DNA provides, and the rise in the proportion of ‘guilty’ pleas by offenders. 

The Service has started to integrate the stand-alone DNA Register into Polaris, its core information management 

system. The combined DNA, fingerprint and photographic modules will be ready for release during 2003. 

Improving Operational Equipment 

The Service continues to upgrade its 32 forensic facilities. Almost $3.4M has been invested in new and upgraded 

facilities statewide. During the year, 15 additional motor vehicles were purchased, a number of purpose-built 

relocatable laboratories were constructed, and 12 forensic light sources, using the most advanced techniques 

available for the location and recording of trace evidence at crime scenes, have been purchased. It is expected that 

the Service’s forensic facilities will be accredited by the National Association of Testing Authorities (NATA) in 2004. 

Dog Squad 

The Dog Squad supports police operations in a variety of ways. It employs specially trained dogs to track, apprehend 

and detain offenders, search for missing persons and lost property, and assist in crowd control. In addition, 

specialist teams carry out explosive/firearm and drug search and detection, affording additional protection to 

police and members of the community. 

The Dog Squad has 64 handler and dog 

teams to deal with major events and to 

meet the operational needs of the 

Service. In addition, a specialist 

instructor was appointed to instruct 

teams in explosive, firearm, and drug 

detection. Since commencing 

operational duties in May 2002, the 

two drug detection teams have 

attended 227 jobs and made 397 drug 

finds. An additional four drug detection 

handler/dog teams have been selected 

to undergo this specialist training. 

64 handler and dog teams provide specialist capabilities for significant events and 

operations. 


27

A drug bunker has been constructed at the Dog Squad 

Training Complex at Oxley for the secure storage of 

drugs used in the training of police dogs. The Weapons 

and Another Act Amendment Act 2003 (Qld) has been 

proclaimed to give legislative approval to the handling 

and storage of the drugs for training purposes. 

Crime Stoppers 

The Crime Stoppers Unit continues to facilitate 

confidential information exchange. Under its charter, 

the caller does not need to give his or her name and 

calls are never recorded or traced which thus respects 

confidentiality. Callers are allocated a code number 

that they can use if they wish to pass on any further 

information, check on progress of the investigation or 

to collect a reward. In recognition of the Crime Stoppers 

Unit’s important contribution, and in response to the 

The Domestic and Family 

Violence Strategic Plan 

2002–05 

The Domestic and Family Violence Strategic 

Plan 2002–05 was developed to ensure that 

the police response to this serious issue is 

consistent with current social and family 

values, and that the policing services provided 

are effective and contempory. The Plan is a 

statement of the commitment of the Service to 

working in partnership with community 

organisations to provide an integrated 

response to domestic violence. 

high quality information obtained through this avenue, the Unit now maintains a permanent 24 hour capacity. In 

addition, staffing in the Unit increased to 21, making it the largest unit of its type in Australia. 

The Crime Stoppers Unit received 27,038 calls from members of the community in 2002–03, resulting in the arrest 

of 1,362 persons and the clearance of 3,433 offences. Proceeds to the value of $46,202,512 were confiscated from 

drug related crimes, while property to the value of $416,147 was recovered during the year. 


In Far Northern Region, the Tactical Crime Squad continued to target offenders in crime hot spots. In March 2003, 

the Squad reached a complement of 14 officers with an additional seven officers to be assigned in 2003–04 to 

extend operations into Cape York Peninsula and the Torres Strait. In 2002–03, members of the Squad 

apprehended 703 offenders on 1,036 charges. These included personal safety, property security, drug, traffic and 

public order offences. 

In December 2002, the Northern Region’s Townsville Tactical Crime Squad reached its full complement of 14 

officers. In 2002–03, the Squad apprehended 1,235 offenders on 1,548 charges, also comprising personal safety, 

property security, drug, traffic and public order offences. 

In Central Region, Mackay District officers, in collaboration with the Australian Taxation Office, located and charged 

seven offenders over the unlawful transport of tobacco leaf from North Queensland to southern states. More than 

$2M worth of tobacco leaf and other property was confiscated. 

A second scientific officer was appointed to the Central Region during the year. This appointment will improve 

scientific services to investigators working in isolated and remote areas of the Region. 

In response to an increase in demand for crime scene investigation, the North Coast Region established two new 

forensic facilities. Situated at Kawana on the Sunshine Coast and at Redcliffe, the facilities are designed to 

accommodate regional scenes of crime units. Each is equipped with a large scientific laboratory, and forms part 

of the Service’s upgrade of its forensic facilities. The new facilities will become operational in early 2003–04. 

In Southern Region, police launched the Community Coordinated Response to Domestic Violence project in the 

Toowoomba and Warwick Districts. The project combines good practice domestic violence initiatives from around 

the State, including information referral, fax-back and recording information about children exposed to domestic 

violence. 


The Dalby Domestic Violence Action Group in Southern Region also released a locally produced cinema 

advertisement into Dalby and Chinchilla theatres to help educate the community about domestic violence. 

South Eastern Region introduced a training package to assist police who are called to perform duties over the 

Queensland-New South Wales border. Entitled Special Constable and Cross Border Policing, the package 

addresses the problems associated with the differences in legislation between the two States. The training 

package was delivered to 123 police officers in the Region. 

In February 2003, the South Brisbane District Tactical Crime Squad was established in the Metropolitan South 

Region. Staffed by 14 police officers, the Squad is intelligence driven and available to respond rapidly to crime hot 

spots. In the first three months of operation, Tactical Crime Squad officers arrested 277 persons on 470 charges 

and assisted in 15 regional and district operations. 

In Metropolitan North Region, a Mobile Police Facility vehicle was introduced in the Brisbane West District. The 

vehicle is deployed to crime hot spots and other strategic locations within the District, and used as a link for a 

variety of crime prevention initiatives in the community. It is also deployed as an Operational Command Vehicle 

during major events and critical incidents. 


Additional Tactical Crime Squads will be established at Redcliffe, North Brisbane and Oxley Districts and in the 

Wide Bay Burnett area. A squad of seven officers will be established at Mount Isa District. This will result in 224 

officers being assigned to Tactical Crime Squads statewide. 

The Service will train four more Specialist Drug Detection Handler / Dog Teams for deployment at the Brisbane Dog 

Squad during the 2003 calendar year. 

Funding for the Police Drug Diversion Program has been extended to 30 June 2004. Through the National Drug 

Strategy Law Enforcement Funding Committee, the Service has approved Clandestine Laboratory Safety Awareness 

training, which will be offered in 2003–04, to assist police personnel attending clandestine laboratory sites. 

Forensic science and information technology provide police with a range of enhanced investigative tools. 


29

combating 

organised and 

major crime 

Description 

This output involves both general duties and 

specialist officers. General duties police focus on 

the initial response to incidents such as detecting 

offenders and conducting preliminary 

investigations. In cases of major and organised 

crime, specialists become involved in 

investigations. These specialists include: 

detectives, plain-clothes officers and qualified staff 

members assigned to regional Juvenile Aid 

Bureaux, regional Criminal Investigation Branches 

or the State Crime Operations Command. 

Links to Whole-of-Government Priorities 

and Outcomes 

Identifying and prosecuting persons who commit 

crime ultimately assists in reducing the level of 

criminal activity in the community and contributes 

to improving personal and public safety, protecting 

children from harm and developing safer, more 

supportive communities. 

Specialist investigators work in cooperation with uniform 

officers to conduct inquiries into criminal activities. 

Strategies 


• work with other law enforcement agencies 

to monitor and forecast trends and target 

major and organised criminal activities; 

• recruit and train specialist personnel to 

support investigations; 

• target the proceeds of major and 

organised crime; 

• provide a timely and appropriate 

response to incidents; 

• work with the community to detect, 

investigate and solve crime; 

• use information systems and intelligence 

to respond to crime effectively; 

• promote the effective use of technology 

and evidence gathering techniques in 

criminal investigations; and 

• assist victims and keep them and other 

stakeholders informed throughout the 

investigation process. 

RESOURCES 


226M 

Combating Organised & Major Crime 24% 

2001-2002 

209M 

24% 


PERFORMANCE – SUMMARY OF PROGRAMS 

Major and organised crime is borderless. The Service therefore continues to foster its partnerships with local, 

national and international agencies. Joint investigations are routinely undertaken with other law enforcement 

agencies such as the Australian Crime Commission (ACC), the Crime and Misconduct Commission (CMC), and the 

Australian Federal Police (AFP). 


State Crime Operations Command comprises two main areas: the Crime Operations Branch and the Bureau of 

Criminal Intelligence Queensland. The Crime Operations Branch conducts investigations: crossing regional, 

interstate or international boundaries; major and organised crime beyond the capacity of the regions; and serial or 

notable crimes. The Crime Operations Branch supports regional police in identifying, investigating and 

suppressing criminal activity and criminal networks. 

The Bureau of Criminal Intelligence Queensland (BCIQ) coordinates the intelligence function through specialist 

training, identification of emerging crime trends and formulation of response mechanisms, risk assessment and 

protection of dignitaries within Queensland. 

State Drug Investigative Group 

The adoption by the State Drug Investigative Group of a multidisciplinary, multi-agency approach targeting drug 

trafficking has achieved outstanding results. A joint investigation involving the Service, the ACC, the CMC and the 

AFP targeted drug trafficking and associated criminal activity in the State’s southeast. Combined agency effort 

during this investigation culminated in the arrest of 67 persons on a total of 288 charges and also led to the 

seizure of cash, motor vehicles and properties to the value of $7.7M. 

The State Drug Investigation Group, which has representation on the Queensland Amphetamine Strategy 

Committee and Prescription Drug Abuse and Fraud Working Group, is working with relevant government and 

commercial bodies to reduce the availability of precursor chemicals used in the manufacture of amphetamines. 

The Chemical Diversion Desk, together with intelligence analysts, has identified and targeted recidivist offenders 

involved in the production of illicit drugs. 

Major Fraud Investigative Group 

The Major Fraud Investigative Group conducts and assists investigations of major and serious fraud, arson 

offences, the forfeiture of assets under the Criminal Proceeds Confiscation Act 2002 (Qld), proceeds of crime, and 

computer-related crime. 

The Major Fraud Investigative Group has formed partnerships to strengthen police-industry relations. The Group 

initiated the launch of the Queensland Chapter of the International Association of Financial Crimes Investigators. 

This international non-profit organisation aims to reduce the harm associated with fraud by providing information 

to members and developing and publishing crime-prevention strategies. Queensland currently has 35 member 

organisations from the government, retail, finance, commerce and insurance sectors. The International Association 

of Financial Crimes Investigators provides a forum through which information about current trends fraud and 

related issues can be shared and analysed. 

Property Crime Investigative Group 

Project Jonah is a joint initiative by the Property Crime Investigative Group and the Boating Industry Association of 

Queensland. It was established after a trend was identified in the theft, re-identification and movement of water 


31

vessels across State boundaries. This project relies on the cooperation of various other government departments 

and canvasses a broad range of related issues such as legislation and water vessel registration. 

In 2002–03, the Property Crime Investigative Group, with the assistance of qualified jewellers, completed a 

number of comprehensive audits of jewellery and auction houses. This major investigation resulted in the seizure 

of $1.2M in jewellery, of which $860,000 may be forfeited to the Crown. Three people have been charged with over 

400 charges. 

Homicide Investigative Group 

The term ‘cold case’ refers to long standing unsolved 

murders. As a result of a cold case review, the Service 

recently arrested an offender in connection with a 1997 

murder in South-East Queensland. The offender, located 

in South Australia, was arrested in December 2002. This 

successful cold case review involved collaboration 

between the Crime Operations Branch, the Metropolitan 

South Region and South Australia police 

Forensic Computer Examination Unit 

The Forensic Computer Examination Unit gives ongoing 

statewide technical support to investigators through the 

collection and analysis of digital evidence, and the 

presentation of evidence in a court of law. The Unit also 

assists investigations that involve technically complex 

environments or concepts. 

Investigation Management 

and Control (IMAC) System 

In May 2003, the Service piloted the 

Investigation Management and Control (IMAC) 

System. This system supports major 

investigations. IMAC also automates many of 

the manual tasks undertaken during complex 

investigations, and will integrate into other 

crime reporting and incident systems. This new 

system will provide immediate operational 

benefits, particularly for detectives, and will be 

incrementally rolled out across the State. 

The Forensic Computer Examination Unit received a Bronze Award for Excellence for Project Advance. Project 

Advance uses integrated software to collect evidence from computers and other digital data systems. The 

software was developed by the Unit and is used as a platform for all forensic analysis. It has improved service 

delivery by enhancing capacity, reducing associated turnaround times and costs, and facilitating the production of 

high quality evidentiary material. 

Sexual Crimes Investigation Unit 

The Sexual Crimes Investigation Unit addresses child protection issues in partnership with child health and 

welfare professionals from various government and non-government agencies. The Unit has put investigation and 

case management processes in place to deal with offences relating to child abuse, serial sex offences and 

offenders, organised paedophilia, institutionalised abuse, and child exploitation. It also targets Internet child 

pornography. 

In 2002, the Unit commenced a research project to examine infant abusive head trauma, analysing infant (under 

two years old) abuse cases over the past ten years involving serious head injury. The primary objectives of the 

project are to improve the ability of the Service and other child protection agencies to respond effectively to cases 

of infant abusive head trauma and to raise general community awareness of this issue. The analysis is focusing on 

the length of time between the injury incident and medical intervention. All previous research in the field has 

focused on the post-intervention period. 

Auto Theft Unit 

In January 2003, the Auto Theft Unit was restructured into two investigative arms. One team within the unit now 

focuses on targeting repeat motor vehicle theft offenders. A second team focuses on assisting the regions to target 


the organised re-identification of stolen vehicles. Both teams are involved in interstate and international liaison in 

response to international trends in auto theft, and deal regularly with major stakeholders, including government, 

and the insurance and motor industries. 

State Flying Squad 

The State Flying Squad was established to provide specialist assistance to regional police in the investigation of 

serious offences and in matters of high public importance. This team’s charter is designed to assist regions when 

a particular crime trend is identified. During 2002–03, the Squad achieved outstanding results when 350 

offenders were charged with over 600 offences, while it also achieved the execution of approximately 160 

warrants, and the recovery or seizure of property to the value of over $300,000. In addition, the State Flying Squad 

developed strategies to address property related offences in all police regions. 

A further seven officers were appointed to the State Flying Squad during the past financial year to take the Squad’s 

current strength to 14. 


Each police region has dedicated specialist investigators deployed to respond to major and organised crime. Local 

intelligence officers, scenes of crime officers and general duty and traffic officers support these investigators. 

Northern and Far Northern Regions also have dedicated drug investigation squads. 

In Far Northern Region, an operation was conducted that identified an offender involved in the trafficking of a 

dangerous drug. Twenty kilograms of cannabis sativa was located at the offender’s residence and proceeds of 

crime valued at $450,000 were seized. Subsequent surveillance identified a further ten offenders who were 

charged with 100 offences involving the trafficking and possession of cannabis sativa. 

In Northern Region, the Townsville Break and Enter Squad, with the assistance from the State Flying Squad, 

conducted three operations targeting a number of recidivist offenders. The most recent operation concluded with 

17 persons charged on 142 property, drug and firearm charges, and has reduced the number of unlawful entry 

offences across the Townsville District. 

The Longreach Stock Squad in Central Region conducted an 

investigation into a major fraud complaint. The investigation 

ended with two persons being charged with dishonestly 

obtaining property ($2.6M), stealing cattle, misappropriation 

of property and other offences under the Brands Act 1915 

(Qld). 

At Gympie in the North Coast Region, detectives, assisted by 

State Crime Operations Command, conducted a drug 

operation that resulted in the seizure of approximately 1,600 

cannabis sativa plants with a street value of $38M. The 

plants were found in an advanced hydroponics laboratory 

constructed of shipping containers buried under the ground. 

Four people were charged on a variety of drug related 

offences and a further two were charged with weapons 

offences. 

Southern Region officers conducted an investigation into the 

murder of a man and a woman who had been viciously 

assaulted, transported into bushland and shot. 

Specialist Stock Squad investigators support rural 

communities. 


33

Early investigations led to the location and arrest of 

three offenders in Bathurst, New South Wales, and two 

other offenders in Queensland. 

The Gold Coast District Criminal Investigation Branch in 

the South Eastern Region directed two separate 

operations against a series of armed robbery offences in 

their District. The first operation undertaken by the 

Southern Investigative Group resulted in one person 

being charged with 11 armed robberies. A female 

accomplice was also charged with three offences. In the 

second operation, the Northern Investigative Group, 

assisted by State Crime Operations Command, charged 

one person with three armed robberies. 

Armed Robbery Unit 

The Armed Robbery Unit investigates armed 

robbery offences committed on banks, credit 

unions, TABs, post offices and armoured 

vehicles. Since its inception there has been a 

marked decrease in offences committed 

against financial institutions, falling from 89 

offences in 2001 to three in 2003. The Unit also 

investigates historical unsolved armed 

robberies dating back to 1988. It also gives 

specialist support to regional officers 

investigating armed robberies committed 

against non-financial institutions. 

In Metropolitan South Region, detectives investigated 

the drowning death of a Taiwanese student in the 

Brisbane River. Cultural issues arose during the investigation that became the subject of international media and 

diplomatic attention. The Cultural Advisory Unit and Police Liaison Officers provided assistance by getting relevant 

statements and attending to the welfare of witnesses. Five people were subsequently charged with manslaughter. 

Metropolitan North Region, assisted by the Homicide Investigation Group, investigated the violent deaths of a 

prostitute at Hendra in August 2002 and another at Bald Hills in February 2003. Investigations centred on a 

suspect vehicle which ultimately led to the arrest of a suspect being charged with both murders. 


A further six staff will be appointed to the State Flying Squad in 2003–04, taking the Squad’s strength to a total of 

20 officers. 

The Sexual Crimes Investigation Unit will continue to work with other stakeholders to develop effective strategies 

that address community concerns over the release of convicted child sex offenders who may re-offend. The 

stakeholders include the Crime and Misconduct Commission, Bureau of Criminal Intelligence Queensland, 

Department of Corrective Services and the Office of the Director of Public Prosecutions. 

The Auto Theft Unit will continue to participate in the National Motor Vehicle Theft Reduction Council workshops to 

develop a Code of Practice for dealing in second-hand vehicle parts. 

The Property Crime Investigation Group will continue to improve the identification of stolen property, including the 

upgrade and enhancement of police database systems used for the recording of second-hand or pawnbroker 

dockets to enable cross-matching with data from other computer-based systems. 

The Major Fraud Investigation Group will act as joint 

host for a major convention on fraud to be held at the 

Gold Coast in September 2003. The convention will 

examine contemporary trends in major fraud. 

Specialist criminal investigations are enhanced by international 

cooperation. 


preservation 

of 

public safety 

Description 

This output describes policing services that 

preserve public safety and good order during civil 

emergencies and special events. Such services 

include those of major specialist police trained to 

meet the policing demands associated with major 

events and major incidents. Activities under this 

output also describe the Service’s acquisition and 

deployment of sophisticated equipment and the 

planning and development of tailored policing 

strategies. 


and Outcomes 

The risk to personal and public safety can escalate 

during times of emergency or disaster. An effective 

policing response will minimise these risks and 

contribute to the development of safer, more 


Policing at sporting events assists in achieving safety 

and security for the community. 

Strategies 


• train police and community members to 

respond to disasters and crises, and 

assist in the management of special 

events in conjunction with other agencies 

where appropriate;. 

• develop protocols/strategies to reduce 

incidents of anti-social behaviour and 

provide timely and appropriate responses 

to such incidents; 

• conduct appropriate forward planning 

and allocate suitable resources to 

manage responses to disasters, crises 

and special events; and 

• ensure compliance with government 

regulations and licensing requirements in 

the context of public order and safety 

issues. 

RESOURCES 


118M 

Preservation of Public Safety 13% 

2001-2002 

109M 

13% 


35


Management of Disasters, Major Incidents, and Special Events 

The Service works with other agencies, including emergency services, to provide a coordinated response during 

natural disasters, major events and significant incidents. 

In 2002–03, the Service’s Disaster and Major Event Planning Branch planned and managed a number of 

significant incidents and major events to promote public safety and ensure an appropriate, coordinated police 

response. 

Special Events 

On 16 February 2003, the Queensland Peace Network organised a large public assembly in Brisbane. Over 40,000 

people marched from the Roma Street Forum to the City Botanical Gardens in protest against Australia’s 

involvement in the pending war against Iraq. Approximately ten similar marches were then held over this issue 

creating the most intense period of anti-war protest activity in Brisbane since the Vietnam period. 

In June 2003, Brisbane was host to the Rotary International Annual Convention attracting up to 20,000 delegates. 

The Service conducted the planning for venue security, traffic control and the movements of delegates between 

functions. 

The Service was also involved in a number of operations 

to ensure the safety of visiting international dignitaries 

and officials. During 2002–03, the Chairman of the 

Ruling Committee of China, the President of Ireland, the 

Crown Prince of Brunei and the Governor of Java made 

visits to Queensland. 

Counter Terrorism Coordination Unit 

International incidents such as the attack on the World 

Trade Centre in 2001 and the Bali bombings in 2002 

have increased awareness of the threat of terrorism in 

Australia. The Service has been working with other State 

and Commonwealth agencies to develop a nationally 

consistent approach to counter-terrorism. The Counter 

Terrorism Coordination Unit (CTCU) has been established 

to provide leadership and coordination across all levels 

of government and the private sector. Its charter is to 

implement a consistent approach and ensure 

Queensland is well prepared and equipped to respond 

to any acts of terrorism. 

Disaster Victim 

Identification 

Thirteen officers from the Service’s Disaster 

Victim Identification Squad were deployed to 

Bali as part of an Australian contingent 

assisting the Indonesian Government in the 

investigation that followed the terrorist attack 

of October 2002. These officers played a key 

role in the coordination of the various phases 

of disaster victim identification, and positive 

identification was made of 199 of the 202 

people killed in the attack. Officers from the 

Squad also assisted in the recovery of persons 

from several local major incidents including a 

fire at a Sandgate boarding house and the 

crash of a Piper Cherokee aircraft at Hamilton 

Island. 

Specialist Squads 

The Special Emergency Response Team (SERT) provides an expert response to terrorist incidents and incidents that 

are potentially violent and exceed routine police capabilities. During 2002–03, SERT was deployed on 70 

occasions that included sieges, covert static surveillance and escorting of violent prisoners. Support was also 

given to the Australian Crime Commission and the Australian Federal Police in the closure of a number of 

operations involving drug production, importation and distribution on a major scale. 


The Public Safety Response Team (PSRT) is a unit of purpose trained officers equipped to counter instances of 

potential confrontation and violence in the interests of public safety. During 2002–03, PSRT was deployed on 

277 occasions including anti-war protests, demonstrations and crowd management at large sporting events. 

Police negotiators assist in the peaceful resolution of siege and hostage situations. Currently there are 87 qualified 

negotiators. During 2002–03, negotiators were deployed to 175 high-risk incidents, suicide interventions and 

instances of civil unrest. Negotiators also gave training and information sessions on communication skills for a 

variety of situations to 1,380 members of the Service and to the public. 

Patrolling Queensland’s waterways in response to marine incidents and to ensure safety afloat. 

The Water Police provide a visible police presence on Queensland’s 3,750 kilometres of coastline and waterways. 

Equipped with vessels from quick response inflatable craft to 18-metre patrol boats, the Water Police operate from 

ten designated stations with a further 13 stations capable of providing a marine policing response. Water Police 

officers investigate marine incidents, coordinate both land and marine search and rescue missions and investigate 

crimes such as the re-birthing of stolen vessels and illegal immigration. Joint patrols are regularly conducted with 

the Australian Customs Service and the Great Barrier Reef Marine Authority. In 2002–03 the Water Police, in 

conjunction with local Volunteer Marine Rescue Groups, conducted 338 search and rescue missions. 

In 2002–03, improved management processes were incorporated into the Service’s Fleet Management Program for 

vessels. Electronic tracking and reporting systems, together with a progressive 15-year vessel replacement plan, 

will increase vessel trade-in values and reduce brokerage, significantly reducing costs in both equity and capital 

expenditure in the future. 

Members of the Police Diving Squad assist operational police with the recovery of evidence involved in criminal 

investigations and with coronial investigations into diving fatalities. The Squad was involved in 83 diving 

operations including the recovery of a murder weapon in Tully. 


37

The Mounted Police Unit provides specialist 

support that includes patrols of high crime 

areas, perimeter security at major incidents 

and assistance in crowd control and traffic 

management. In 2002–03 the Unit conducted 

over 400 operational patrols and attended 59 

public relations commitments including the 

opening ceremony of the Rotary International 

Convention, State Funeral of World War 1 

veteran, Mr Eric Abraham, the Royal National 

Association’s Exhibition, Anzac Day, and 

Police Remembrance Day. 

In partnership with Queensland Rail, the 

Railway Squad targets anti-social and criminal 

behaviour on the Queensland CityTrain 

Network. During 2002–03, the Squad 

conducted 80 joint enforcement operations 

with Queensland Rail revenue officers issuing 

816 Infringement Notices. A further 226 

charges were made for criminal offences. 

Mounted police officers provide ceremonial and specialist operational 

support. 

In conjunction with Queensland Rail, the 

Railway Squad continues to enhance safety 

and security on the rail network. Purpose built ‘outpost’ accommodation in outer areas of the network increases 

the visibility of police on all parts of the suburban railway network, and improve efficiency by reducing the amount 

of time spent traveling to those areas. Outposts are currently located at the Petrie, Manly and Beenleigh Railway 

Stations. 

The Police Air Wing provides air transport to assist operational policing. Four light aircraft operate out of Brisbane, 

Cairns and Mount Isa. Passengers include specialist teams, investigative officers, and prisoners. During 2002–03, 

Service aircraft recorded 2,450 flight hours, carried 7,083 passengers and 51,069 kilograms of freight. 

Explosive Ordnance Response Team (EORT) members perform systematic searches under adverse conditions. They 

are required to locate explosive devices at special events and venues, render improvised explosive devices safe 

and respond to terrorist incidents. In 2002–03, EORT reacted to 219 incidents, conducted 160 security searches 

and gave training to 86 personnel. 


In September 2002, Far North Queensland was host to the Chairman of the Ruling Committee of China, Mr Lee 

Ping, and his entourage of 200 people during a trade delegation visit to Cairns. Far Northern Region police, SERT, 

the Australian Federal Police and other security services gave protection to the delegation without incident. 

Also in Far Northern Region, police attended to protests against United States Navy warships, resupplying at the 

HMAS Cairns naval base in April and May 2003. 

During November 2002, police from Northern Region attended to a protest at the Century Zinc Mine located in the 

Gulf of Carpentaria. About 70 protesters occupied parts of the mine over a 10-day period. During the course of the 

protest, police performed a peace keeping role and worked in cooperation with mine management, protesters and 

employees. There was no violence reported or loss of mine production during the event. 


In Central Region, police commenced an operation to target anti-social and disorderly behaviour within the 

Rockhampton Central Business District. The operation resulted in the arrest of 176 offenders on 224 street offence 

charges. 

The North Coast Region worked in partnership with the community organisations, volunteers, the State Emergency 

Service (SES) and local businesses to minimise the incidence of crime and anti-social behaviour during the 

Schoolies Week festivities on the Sunshine Coast. Quality alcohol-free entertainment, together with promotions, 

venue transportation, accommodation packages and early intervention were some of the strategies that 

contributed to the success of the event. Only one arrest, for a minor street offence, was reported during the 

festivities. 

Also in the North Coast Region, Redcliffe police commenced an operation in June 2002 in response to a protest at 

the construction of a nuclear irradiation plant at Narangba. The protesters had constructed a campsite behind a 

four-metre high façade opposite the facility and dug a series of holes and tunnels around the protest site. 

Primitive weapons were seized from the camp while protesters used intricate methods to make extraction difficult. 

Extensive consultation between all stakeholders was undertaken until the camp was closed down in March 2003. 

In October 2002, Southern Region was subjected to bush fires that raged out of control across the Toowoomba, 

Dalby and Warwick police districts. Thousands of hectares of property were burnt out and one life was lost. 

Hundreds of police, fire and other emergency service personnel toiled together for many days to extinguish the 

fires, achieving minimal loss to homes and property. 

Police officers in Southern Region also attended a major gas explosion at the Myall Creek Gas Well outside Surat in 

April 2003. One person was killed and two were seriously injured as a result of the initial explosion. The well 

burned for four days until specialists from the United States of America arrived to seal the site. 

South Eastern Region personnel formed partnerships with State and local governments, businesses and the 

community to preserve public safety and good order during international and local major events. In October 2002, 

the Honda Indy 300 attracted an estimated 300,000 people to the Gold Coast over the four-day event. In 

November 2002, the Region introduced ‘sector policing’ during Schoolies Week to enhance the profile of 

uniformed officers during the festivities which attracted up to 70,000 people. 

The largest oil spill in Queensland history occurred at Lytton in the Metropolitan South Region. Following the 

declaration of an ‘emergent situation’ under the Public Safety Preservation Act 1986 (Qld), police officers secured 

the immediate area and evacuated everyone within the impact zone. Police secured the area providing a safe 

environment for other agencies to contain and clean up the site. 

During 2002–03, police in the Metropolitan South Region received positive media coverage for its response to a 

number of protests within the South Brisbane and Wynnum Districts. Protests managed by police included the 

residential development in West End known as ‘The Gully’, an M1 march at Woolloongabba and two 

demonstrations against warship visits at the Port of Brisbane. 

In Metropolitan North Region, the Pine Rivers District developed an initiative to curb the incidence of anti-social 

behaviour in and around licensed premises. The District Tactician and Crime Prevention Unit convene regular 

meetings with hotel licensees and other stakeholders to devise and implement strategies to create a safer 

environment for patrons and the community. Strategies put in place include entry restrictions, increased lighting 

and security patrols and increased public transport from venues. 


39


The digital radio network currently being developed by the Service will enhance radio 

communication in Brisbane. It is planned that police personnel operating in the Brisbane area will be using the 

new secure digital network during 2003–04. Digital secure radio communication cells are planned to become 

operational during 2003–04 in Cairns, Townsville, 

Mackay, Rockhampton, Gladstone, Bundaberg, 

Maryborough and Toowoomba. 

A training course is planned for late 2003 to train police 

officers as coordinators in the various phases of Disaster 

Victim Identification. This will improve the capacity of 

the QPS to respond to mass fatalities. The course will 

also increase the ability of the Service to provide 

Disaster Victim Identification assistance to other 

jurisdictions in accordance with national arrangements. 

The Service will develop strategies in line with the State 

Government’s Three Point Plan for the 2003 Schoolies 

Week. 

The Service will continue to work with other State and 

Commonwealth government agencies to enhance the 

State’s capability to respond to threats or acts of 

terrorism. 

Federal Bureau of 

Investigation Conference 

The Queensland Government and Queensland 

Police Service jointly hosted the Seventh Asia 

Pacific Region, Federal Bureau of Investigation 

National Academy Associates Retraining 

Conference at the Conrad Jupiters Hotel on the 

Gold Coast, from 18 to 22 May 2003. The 

Conference theme, ‘The Impact of Global 

Terrorism on Law Enforcement Agencies’, 

focused on terrorism prevention, immediate 

response and consequence management 

strategies. The Conference, attended by worldrenowned 

law enforcement counter-terrorism 

practitioners, was designed to enhance the 

professional knowledge of delegates. In 

addition, it enabled the Service to develop 

partnerships and networks across law 

enforcement agencies and private organisations 

involved in the management and security of the 

State’s critical infrastructure. 

. 

International cooperation and liaison promote safety and security 


traffic policing, 

speed management & 

camera operations 

Description 

The Queensland Police Service plays a significant 

role in the regulation and control of traffic in 

Queensland with the overall aim of reducing the 

incidence and severity of road trauma. Strategies 

employed by the Service have two components: 

responding to violations of traffic regulations and 

implementing strategies to improve road safety by 

preventing violations from occurring. 

Effective traffic management promotes safety. 


and Outcomes 

Road safety is a key contributor to safer, more 

supportive communities. Traffic enforcement is a 

fundamental component of a whole-of-government 

approach to road safety. Effective traffic 

management on Queensland roads is intended to 

reduce accidents and increase the level of personal 

and public safety for Queensland road users. 

Strategies 

The Queensland Police Service will: 

• work with government agencies and the 

community to develop and implement 

education and prevention programs for at 

risk groups; 

• work with the community to improve the 

timeliness and appropriateness of the 

Queensland Police Service’s response to 

identified traffic issues; and 

• provide visible and directed traffic 

enforcement based on intelligence and 

technological developments. 

RESOURCES 


164M 

2001-2002 

151M 

17% 

Traffic Policing, Speed Management & Camera Operations 17% 


41


General Road Safety Outcomes 

The Service recognises the incalculable pain and suffering caused by road trauma both to the immediate victims 

and to their families and friends. In doing so it strives to reduce the number and severity of road accidents. 

The Government’s Fatal Fou road safety campaign focuses on four primary causes of fatal road crashes: alcohol, 

speed, fatigue and failure to wear seatbelts. The campaign relies on media education campaigns and intelligencebased 

enforcement strategies that target the Fatal Four, particularly during the times of higher risk such as school 

holidays and Christmas and Easter periods. 

During 2002–03, the Fatal Four contributed to approximately 34 percent of all road fatalities in Queensland, down 

from the level of 46 percent when the Fatal Four campaign was introduced in 1997–98. 

There were 339 fatalities in Queensland during the 2002–03 financial year, an eight percent increase over the 

previous five-year average. 

During 2002, however, the Queensland road fatality rate of 8.66 fatalities per 100,000 population was below the 

Australian average of 8.75. 

The Service is working with Queensland Transport to reduce the number of road fatalities by the year 2010 to the 

target of 5.6 fatalities per 100,000 population established in the National Road Safety Strategy 2001–2010. 

Speed Management Strategy 

Speed is one of the Fatal Four causes of injury or fatal road crashes. A Speed Management Strategy is therefore an 

integral part of the Queensland Road Safety program. 

Speed cameras were introduced in 1997 as part of Queensland's Speed Management Strategy. Since their 

implementation the number of vehicles detected travelling over the limit at which infringement notices are issued 

has dropped from around five percent in May 1997 to approximately 0.98 percent of the vehicles monitored by 

speed cameras in June 2003. 

Over the past five years the Service has deployed a range of advanced speed detection devices on Queensland 

roads. The Service now operates laser based devices throughout the State. This has included the replacement of 

all hand-held radar devices with 317 laser-based Light Detection and Ranging (LIDAR) devices at a cost of $2.66M. 

These are more versatile and effective for detecting speeding motorists and can be deployed in areas of the road 

network that could not previously be monitored due to the limitations of radar technology. 

The Red Light Camera Program was introduced into Queensland in December 1990 to reduce the number of 

crashes at intersections controlled by traffic signals. The Service now rotates 34 red light cameras through 136 

sites. During the 2002–03 financial year, 28,460 infringement notices were issued as a result of red light camera 

detections, less than 0.04 percent of the total number of vehicles monitored. 

The Service currently has 24 speed cameras, randomly deployed at 2,700 approved sites throughout the State. Six 

additional cameras are used for rotational, training, maintenance and demonstration purposes. During 2002–03, 

over 34 million vehicles had their speed checked in 58,977 hours of camera operation. 


Integrated Traffic Camera System 

The Integrated Traffic Camera System, introduced in 1999, has reduced the time delay from the detection of an 

offence by a speed or red light camera and the issue of an infringement notice from between 28 and 42 days, to 

between seven and ten days. The system currently processes an average of 1,500 infringements per day. 

Deterring Drink Driving 

The Random Breath Testing (RBT) program is based on the principles of ‘general deterrence’. While targeting areas 

where drink drivers are most likely to be located is an important strategy, it is also essential that drivers are 

regularly exposed to random RBT operations and the possibility of detection wherever they are travelling. 

The Service uses 'booze bus' operations to conduct random breath testing. It has two large booze buses deployed 

in Brisbane and six smaller ones that are used elsewhere across the State. The smaller booze buses offer more 

flexibility in deployment and are less resource intensive to operate. They permit each region to provide high profile 

RBT. 

In line with a Parliamentary Travelsafe Committee 

recommendation, the Service has intensified the RBT 

program conducting the highest rate of breath testing of any 

police jurisdiction in Australia. The Service conducted in 

excess of 2.96 million breath tests, or 1.1 tests per licensed 

driver, during the 2002–03 financial year. 

Approximately 0.9 percent of all breath tests conducted 

during 2002 led to a detection of alcohol consumption in 

drivers that was over the prescribed legal blood alcohol limit. 

There have been significant reductions in alcohol-related 

crashes and in alcohol-related road fatalities since the 

intensification of the RBT program. Compared to the previous 

five-year average, in 2002 there were 8.45 percent fewer road 

fatalities where alcohol was a contributing factor. 

A Traffic Enforcement Equipment Calibration Laboratory was 

constructed during 2002–03 at the Service Radio and 

Electronics Section at a cost of $622,000. The laboratory, 

expected to achieve full accreditation from NATA, is 

responsible for the maintenance, evaluation and calibration 

of all QPS electronic traffic enforcement equipment. 

Traffic policing assists in maintaining a safe and efficient 

road network throughout Queensland. 

Road Safety Initiatives Package 

Following a tragic Easter holiday period of 2001 when six people lost their lives on Queensland roads, the 

Queensland Government gave a commitment to further intensify the level of police on-road presence. This was one 

component of the Government's Road Safety Initiatives Package. 

A series of performance indicators were established against which to monitor the effectiveness of the initiative. 

It was decided to increase speed camera operating hours from five to eight hours per camera per day and increase 

general non-camera enforcement activity, with the goal of reducing the level of road trauma. 


43

An independent evaluation was conducted on the trial Holiday Period Road Safety program initiated in December 

2001–February 2002. The evaluation by the Centre for Accident Research and Road Safety-Queensland (CARRS-Q), 

found that the Safety program had reduced seriouw casualty crashes by 8.8 percent against the corresponding 

period of the previous years. The success of this trial has led to the extension of the program. 

The Government approved a further Road Safety Initiatives Funding Package to operate from 13 December 2002 to 

30 June 2003. Speed camera operations were maintained at eight hours per camera per day, with an intensified 

level of on-road non-camera enforcement targeting school holidays and long weekends. In support of this 

enforcement campaign, Queensland Transport conducted a media advertising campaign focussing on poor driving 

generally and the Fatal Four in particular. 

Anti-Social Driving Behaviour – ‘Hoons’ 

On 4 November 2002, the Government's tough new ‘anti-hooning’ legislation came into effect. New provisions of 

the Police Powers and Responsibilities Act 2000 (Qld) now allow for the impounding or forfeiture of vehicles being 

driven in contravention of certain provisions of the Criminal Code and/or the Transport Operations (Road Use 

Management) Act 1995 (Qld) in specific circumstances. The Act also provides police with power to deal with 

excessive noise emitted by a radio, CD player or other 

similar equipment from a vehicle. 

Traffic Response Group 

The Traffic Response Group was formed within 

the State Traffic Task Force to specifically detect 

incidence of anti-social driving (‘hoons’) and to 

ensure motor vehicles comply with the Vehicle 

Standards Code. 

The intelligence network of ‘hoon’ drivers is 

becoming increasingly sophisticated through 

their use of mobile phone and Internet 

technologies. To counter this, the Traffic 

Response Group is employing new 

technologies to aid in the detection of antisocial 

driving offences. 

Review of Speed Camera Deployments and Breath Testing Practices 

Under the amended legislation, first-time offenders have 

the vehicle confiscated for 48 hours; a second offence 

carries a three-month confiscation; while the vehicle will 

be forfeited if there is a third offence. In the period 

between the legislation coming into force on 4 

November 2002 and 30 June 2003, a total of 596 

vehicles were confiscated for 48 hours for first offences 

and four drivers were detected committing a second 

offence. 

The Service is continuing to develop strategies, 

including enforcement programs, to target drivers who 

pose unnecessary risk to other road users, including 

‘hoons’ who perform organised illegal street racing 

activities in vehicles that are often defective and 

unroadworthy. 

In collaboration with the Centre for Accident Research–Queensland (CARRS-Q), the Service is reviewing the speed 

camera program and RBT operations. The speed camera review is examining the length of time that a driver's 

speed is reduced after he or she has passed an operational speed camera site. The CARRS-Q review into RBT will 

also examine the Queensland Police Service's RBT deployment practices. 

Rural Road Safety 

In 2003, CARRS-Q started a five-year research program directed at rural and remote area road safety. The research 

project will compare the case histories of 250 people involved in road crashes within 100km of a participating 

project hospital, including Cairns, Townsville, Mt Isa, Charters Towers, Mareeba and Atherton hospitals. Data will 

be compared with that for road crash victims admitted through the emergency departments of the Royal Brisbane 


Hospital and the Princess Alexandra Hospital in Brisbane. Characteristics of the crash sites and the drivers will be 

identified through site and hospital records. All crash sites will be revisited by the research team to recruit a 

comparison group of drivers for interview. 

Elements of this research will also focus on remote Indigenous communities. 

Drug Driving and Compulsory Blood Testing 

According to the 1998 National Drug Strategy Household survey, six percent of drivers reported that during the 

previous 12 months they had driven a motor vehicle while under the influence of drugs other than alcohol. While 

alcohol remains the most frequently drug found in drivers involved in road crashes, other drugs are increasingly 

being detected in a substantial number of drivers. The broad issue of drug driving and the associated enforcement 

strategies is expected to have a significant impact on the Queensland Police Service and other State and national 

law enforcement agencies in future. 

A Queensland Drug Driving Prevention Working Group has been formed to consider drug driving issues. Drug 

screening devices that may be suitable for roadside use are being monitored. Trials of their use are being 

conducted by other jurisdictions. 


In Far Northern Region, the Cairns District Traffic Branch developed an interesting and unusual public education 

strategy in partnership with the Cairns Post newspaper. Its aim was to reduce the number of fatal road crashes in 

the Region. Daily articles were published over an eight-week period focusing on various aspects of road safety and 

enforcement strategies. The initiative was endorsed by the Queensland Premier and appeared to contribute to a 

reduction in the road toll within the Cairns District. 

Also in Far Northern Region, extensive media coverage was given to an operation in the Innisfail Police District. In 

this initiative Traffic Branch and general duty officers, in partnership with Queensland Transport and Main Roads 

personnel, undertook a range of high profile strategies to reduce the rate of road crashes on the Bruce Highway 

within the District. The operation helped to reduce the number of fatal incidents in the District from seven in the 

2001–02 financial year to one in 2002–03. 

In Northern Region, Townsville police personnel worked in partnership with Queensland Transport and Corrective 

Services officers to target driver fatigue in motorists and log book offences among heavy vehicle drivers. In one 

operation at Alligator Creek, officers intercepted over 40 heavy vehicles and detected 40 traffic and criminal 

offences including the unlawful possession of weapons and drugs. 

Police officers in the Central Region formed partnerships with Queensland Transport, Main Roads, Health and local 

governments to develop initiatives to reduce the incidence and severity of road crashes caused by driver fatigue. 

In Emerald and Rockhampton, traffic advisory groups improved rest areas and road surfaces. In Longreach, a free 

coffee voucher scheme was introduced to reduce driver fatigue, and in Mackay a fatigue awareness training 

program was conducted for employees in the mining industry. 

North Coast Region personnel encouraged safe and responsible road use by committing 26,276 officer hours to 

specific traffic operations. These operations helped reduce the total number of traffic incidents by 17 percent and 

the number of persons hospitalised from traffic incidents by 23 percent over the 2001–02 period. Regional 

personnel also conducted 491,161 RBTs and detected 4,620 drink driving offences. The services of the Traffic 

Response Group and the State Traffic Task Force were also used during this period. The Region has developed the 

Strategic Traffic Management Plan 2003–2005 to promote intelligence-driven, traffic enforcement strategies, and 

to ensure optimum use of human and technological resources in an effort to further reduce road trauma. 


45

In Southern Region a traffic operation is conducted jointly 

with the New South Wales Police each year to detect 

criminal and traffic-related offences at all State border 

crossings within the Region. When the operation was 

conducted in May 2003, police intercepted 3,700 vehicles 

for breath tests and detected 295 traffic related offences 

and 14 drug offences. 

In South Eastern Region, police officers applied the new 

‘anti-hooning’ legislation in response to community 

complaints about anti-social driving behaviour. During 

2002–03 a number of operations were undertaken on the 

Gold Coast, focused on problem areas, resulting in the 

seizure of 141 vehicles for a 48 hour period and two 

vehicles for three months. The operations also detected a 

further 7,169 traffic-related offences and a number of 

criminal offences, including armed robbery and unlawful 

use of motor vehicles. 

The Metropolitan North and Metropolitan South Regions 

worked together to promote safe and responsible road use 

by targeting life-endangering offences on major roads around the Brisbane central business district. In operations 

conducted through August, October and December 2002, police officers intercepted no fewer than 44,929 vehicles 

for RBTs, detected 470 drink driving offences and 209 other traffic-related offences. 


Addressing “speed” as part of the fatal four campaign for 

road safety. 

A review of the existing speed camera scheduling system is being planned for the 2003–04 financial year. The 

modified scheduling system will aid police personnel through intelligence systems, to target road safety blackspot 

areas. 

The Service continues to investigate the feasibility of digital imaging technology in relation to the speed and red 

light camera programs. This includes legal issues associated with the evidential use of digital images. The Service, 

Queensland Transport, and the Main Roads Department have formed a working group to research digital 

technology for speed enforcement. Research will explore the feasibility of a digital platform for speed enforcement 

in Queensland. Advanced speed management strategies and the impact on the Traffic Camera Office will be 

central issues in the analysis. 

The implementation of digital technology will supplement the existing speed management program and will allow 

traffic enforcement in areas such as black spots, or where operation of the current mobile speed cameras is 

restricted or dangerous. 

A rural road safety study will be conducted by the Centre for Accident Research and Road Safety-Queensland, with 

the assistance of the Service, focusing on the behaviour of drivers in rural and remote communities. The research 

will also focus on Indigenous communities located in the more remote areas of Queensland. 


ethical standards & 

public sccountability 

Description 

The Queensland community expects a high 

standard of ethics and accountability in the 

delivery of its public services. The community, 

through the State Parliament, has vested a broad 

range of powers in Queensland Police Service 

officers to ensure the effective delivery of policing 

services. Accordingly, it is in the public interest for 

any agency vested with such powers to be vigilant 

in minimising the incidents of corruption and to 

maintain the highest standards of ethics and 

accountability. 

“With Honour They Serve”. 

The strategies employed by the Service to maintain 

these standards are incorporated in the output 

‘Ethical Standards and Public Accountability’. The 

Ethical Standards Command, Office of the 

Commissioner and Media and Public Relations 

Branch report directly to the Commissioner, 

ensuring all external accountability obligations are 

fully discharged, and that the Service is 

characterised by a high standard of 

professionalism. 



The services provided under this output, such as 

internal investigations, audit, risk management 

and integrated policy development, all support an 

accountable management framework that will 

protect individual rights and engender community 

confidence in the criminal justice system. The 

Service is committed to accountable management 

practices fostered through Government leadership 

for the development of safer, more supportive 

communities. 

Strategies 


• require ethical behaviour of all Service 

employees; 

• develop high standards for ethical and 

accountable conduct, identify good 

practice, train and educate staff and 

monitor performance; 

• ensure a timely, measured and consistent 

response to potential, alleged and actual 

inappropriate behaviour and support 

witnesses who identify such behaviour; 

and 

• provide accurate and timely information, 

where appropriate, in respect of requests 

for information from Government, the 

Parliament and the community. 

RESOURCES 


26M 

Ethical Standards & Public Accountability 3% 

2001-2002 

24M 

3% 


47


The Service is committed to maintaining a high standard of ethical public sector behaviour and has incorporated 

the provisions of the Public Sector Ethics Act 1994 (Qld) into its operations. 

The Code of Conduct, which complies with the provisions of the Public Sector Ethics Act, gives a set of guiding 

principles and standards to assist members of the Service decide what is right and proper in regard to their 

actions. All members of the Service have access to this document through the corporate intranet. Members of the 

public, in the metropolitan area, may inspect and/or purchase copies from the Service Operational Procedures 

Section, Police Headquarters, while people in regional centres may arrange to view or purchase a copy from their 

local police station. 

The Ethical Standards Command 

The Ethical Standards Command is responsible for the promotion of ethical behaviour, professional practice and 

the management of the discipline process within the Service. 

There are four branches in Ethical Standards Command: Internal Investigations; Ethical Practice; Inspectorate and 

Evaluation, which includes the Review and Evaluation Unit; and Internal Audit. 

Like any large public sector organisation, the Service receives complaints against its members. These complaints 

range from claims of relatively minor breaches of discipline to allegations of official misconduct. The Service now 

focuses on both individual and organisational strategies directed towards the effective resolution of complaints 

and ongoing improvement in professional practice and client service delivery generally. 

The Ethical Standards Command has continued to encourage the use of managerial resolution strategies by 

supervisors to resolve complaints more effectively. To assist in the timely management of those complaints, the 

Complaints Management System (CMS) is being updated with a customised version of the CMC COMPASS 

complaint management database to enhance case management and recording at the regional level. The Service 

has also developed a brochure, ‘How to make a complaint against a police officer’ in partnership with the CMC. 

This brochure is available on the CMC web site and was distributed to all members of Parliament, all correctional 

centres, all Magistrates Courts, all Aboriginal and Torres Strait Islander Councils and Legal Services, all police 

establishments and all legal aid services. 

Further enhancement to the complaint management process is continuing as a result of feedback from regional 

complaint managers during regular workshops and through consultation with other members of the Service and 

client service feedback. 

The Internal Investigations Branch is responsible for the investigation of misconduct and significant events. It 

performs a monitoring and overseeing role over regional investigations of misconduct and significant events, and 

also audits the application of the discipline process across the Service. This year, the Internal Investigations 

Branch conducted 104 relatively complex investigations, overviewed 1,920 matters, and responded to over 156 

events outside normal business hours. 

The CMC continues to monitor and audit complaint management within the Service and conducts, or assumes 

responsibility for, particular investigations where appropriate. 

The Ethical Practice Branch has undertaken several major initiatives during the past year to promote and foster 

policing professionalism. 

As part of the Service’s commitment to identifying and managing risk in all corporate, administrative, managerial 

and operational areas, the Risk Management Coordinator supports the QPS Risk Management Committee to 

conduct strategic reviews of all risks identified in the Service’s corporate risk register. This register has now been 


made generally accessible to managers to help identify links between local and corporate risks. A new framework 

for helping unit managers assess the effectiveness of the management of their work units is also being developed. 

This web-based system will help managers at all levels of the Service to determine how effectively they are 

managing the various activities for which they are responsible and accountable. Two of the intended outcomes of 

the trial of the system during 2003–04 are improved and streamlined compliance testing processes and more 

effective and focused risk management procedures. 

The Ethical Practice Branch has been involved in the development of a National Framework for Identifying Police 

Corruption and Unethical Behaviours that has been adopted by the Australasian Police Integrity Forum as the ‘best 

practice’ methodology for policing jurisdictions. Complaint analysis to identify problematic behaviour and trends 

is being used to assist in the early intervention of issues at the regional level. The primary purpose of this ‘early 

warning’ system is to initiate preventive and developmental strategies to intervene at the earliest possible 

opportunity. 

The Ethical Practice Branch is responsible for conducting 

probity checks to assist in assessing the integrity of 

members recommended for promotion, awards, 

confirmation of appointment and other matters. The 

Branch also provides a reciprocal probity checking 

service with other government and law enforcement 

agencies in accordance with Service policy. This ensures 

that each agency can effectively assess the integrity of 

applicants who seek to join their organisation and who 

have previously served in other law enforcement 

agencies. 

All discipline courses have been reviewed to increase 

the knowledge and skills of all members involved in the 

management of complaints. A nationally accredited 

‘Managerial Resolution’ training package has been 

developed and will become available within the Service 

during 2003–04. In addition, the existing discipline 

investigation and hearing (Prescribed Officer) courses 

were upgraded to national accreditation level to enable 

officers to receive credit points towards their 

professional development. 

Implementation of the 

Crime and Misconduct Act 

In August 2002 the Service finalised the 

statewide implementation of the new internal 

complaint management process piloted during 

Project Resolve, a joint QPS/CMC initiative. The 

new process reflects the legislative 

requirements of the Crime and Misconduct Act. 

Several major activities were completed to 

ensure the successful implementation of the 

new legislation including complaint 

management training, Prescribed Officer 

courses and Discipline Complaint Investigation 

courses. Regional Complaint Managers have 

been appointed in all regions and commands. 

In 2002–03 Ethical Practice Branch provided training in ethics awareness and internal discipline processes to over 

3,000 employees. 

The Inspectorate and Evaluation Branch and Internal Audit share the authority and responsibility for internal audit 

services as required by the Financial Management Standard 1997, the Financial Administration and Audit Act 1977 

(Qld) and the Police Service Administration Act 1990 (Qld). Regular environmental scans identify high risk issues 

so the internal audit/inspection function can effectively and independently appraise the operational, financial, 

personnel and information technology systems of the Service. These appraisals are conducted through issuesbased 

and compliance inspections, and systems audits. 

In 2002–03, the Ethical Standards Command conducted inspections of whole-of-Service issues and Service 

entities statewide. The Command has a continuous improvement focus and uses each appraisal to recommend 

strategies to enhance management, performance and accountability. 


49

The Inspectorate and Evaluation Branch completed 26 inspections covering a wide range of issues including: 

• human resource management; 

• operational units and their functionality; and 

• operation support systems. 

The Review and Evaluation Unit coordinates and conducts research and evaluations of major initiatives and 

emerging issues that may impact on policing. 

Significant reviews that were completed during the reporting period include: 

• Problem-Oriented Partnership Policing (POPP): This is a multi-stage implementation evaluation that focused 

primarily on how fully POPP has been implemented as both philosophy and practice; and 

• Queensland Aboriginal and Torres Strait Islander Police Project: The final evaluation examined the project’s 

progress at trial sites, and considered the project model’s potential for implementation elsewhere within the 


Internal Audit completed a number of major audits of police regions and establishments, the Service vehicle fleet, 

and continued its review of QPS human resource systems and the recording of leave. 


The Office of the Commissioner provides strategic advice and executive support to the Commissioner. This 

includes strategic planning, policy development and coordination, management of cultural issues, organisational 

improvement and operational performance review, Cabinet liaison, Ministerial briefings and correspondence, and 

support for senior officers’ attendance at national and other forums. 

The primary objective of these tasks is to give the Commissioner, in consultation with the Senior Executive 

Conference, the support needed to assess operational performance and service delivery, and to set the strategic 

direction for the Service in accordance with the Government’s priorities. 

In 2002–03, the Policy Unit undertook a range of activities consistent with its charter of providing strategic policy 

advice to the Commissioner and coordinating the development of policy across the Service. Major activities 

included organising the ongoing implementation of the Leaders’ Summit Agreement on Terrorism and Multi- 

Jurisdictional Crime; negotiating a policy framework for handgun reform; progressing the development of the 

Shared Service Provider initiative under the Aligning Services and Priorities Project; preparing a submission to the 

CMC inquiry into how sexual offences are addressed by 

the Queensland criminal justice system; giving 

executive support and advice to members attending 

national and other forums, and progressing the 

development of policy issues through participation in 

national and State projects, forums and initiatives; 

coordinating the Service’s Volunteers in Policing 

program, and the seven police sites established under 

the Queensland Government Agent Program. 

New recruits must meet both academic and physical challenges 

before being sworn in as police recruits. 

The Strategic Development Unit is responsible for 

developing the Service’s Strategic Plan and the 

preparation of performance reports for Treasury on a 

quarterly and annual basis. 


The Unit has coordinated the development of Client Service Charter and Standards for the Service. To assist the 

Service in improving service delivery to its various clients, this project was initiated by a series of surveys and 

focus groups among diverse members of the Queensland community and police personnel to identify the needs 

and expectations of internal and external clients. As part of this community engagement initiative, a Crime Victims’ 

Survey was also conducted to assess victims’ perceptions of the quality of service provided by police officers, 

including professionalism and timeliness. 

The Strategic Development Unit has also coordinated the Service’s Statewide Activity Survey to provide regular 

assessment of how much police time is directed to particular policing activities. Survey results have allowed the 

Service to report annual expenditure for each of its outputs, and have assisted in developing an assessment of 

organisational efficiency. 

In 2002–03, the Operational Performance Review Unit was established within the Office of the Commissioner. 

Members of the Unit prepare material to enable the Commissioner to hold regular, performance-focused meetings 

and review the activities of the Service’s 29 police districts. 

The Cultural Advisory Unit is responsible for maintaining effective relationships between the Service and 

Queensland’s Indigenous and multicultural communities. The Unit also gives policy advice and direction to 

officers throughout the State as well as support and advice to the Commissioner. 

The Unit was involved in a number of government initiatives during the year. The most notable was the 

Government’s ‘Meeting Challenges, Making Choices’ response to the Cape York Justice Study assisting Indigenous 

communities, to manage the cause and effect of alcohol and violence. The Service also continues to work closely 

with other agencies in the implementation of ‘Towards a Queensland Government and Aboriginal and Torres Strait 

Islander Ten Year Partnership’, which involves a coordinated, intergovernmental response to Indigenous issues. 

The Unit strengthens community engagement through the development of Indigenous Community Consultative 

Groups. These local, community-focused groups, meet regularly to improve communication with police, other 

government departments and support agencies. 

Relationships between Indigenous communities and the Service are further enhanced through the Cultural 

Appreciation project currently being co-ordinated by the Unit. The principal focus of this project is to develop the 

cultural competencies of all police officers throughout the State. 

The Commissioner’s Senior Cultural Adviser, Mr Emmanuel Anthony PSM, represents the Service on the 

Australasian Police Multicultural Advisory Bureau which reports to the Conference of Commissioners of Police. Mr 

Anthony is currently chair of the Bureau. 

The Executive Services Unit is responsible for managing the preparation and co-ordination of correspondence and 

briefings. The Unit also provides secretarial and administrative support to various Service forums, including the 

Senior Executive Conference and Board of Management. The Unit also maintains the Register of Communications 

between the Minister for Police and Corrective Services and the Commissioner in accordance with provisions of the 

Police Service Administration Act, the master Handbook of Delegations and Authorities, and the Register of 

Executive Directions. 

The Office of the Queensland Police Service Solicitor gives advice to the Commissioner and other senior executives 

concerning matters of corporate legal significance for the Service. The Office also represents the Service in legal 

matters before the courts and other tribunals, and affords counsel in guiding corporate governance issues. 


51

Media and Public Relations Branch 

The Media and Public Relations Branch facilitates communication between the Service and the community. 

Members of the Branch offer media, public relations and communication services and advice to the Service and 

external clients. 

The Branch is comprised of the Media Unit, the Queensland Police Service Pipes and Drums and the Public 

Relations Section, which includes the Marketing Unit, Graphics Design Services and the Queensland Police 

Museum. 

The Media Unit maintains a regular liaison with media organisations and coordinates the release of information to 

State, national and international media. The Unit affords strategic advice to the Commissioner and the senior 

executive on media matters. The Unit also gives assistance to police forward commanders at the scenes of major 

incidents and, when required, a media liaison officer attends major incidents to assist with the management of 

the attending media. 

Media training is provided to Service officers, with eight training programs completed during 2002–03. These 

sessions were given to police recruits and officers undertaking detective training, the Management Development 

Program, the Constable Development Program and Regional Duty Officers training. 

The Public Relations Section has staff with expertise in marketing and public communication, graphic design and 

historical research and education. 

The Marketing Unit comprises public relations officers who deliver internal and external communication programs 

and projects, and provide advice and expertise to regions, commands and divisions initiating projects with a 

marketing component. 

The Unit managed or contributed to 45 major projects during 2002–03, which included the publication of the 

quarterly Police Vedette for external audiences and the fortnightly internal Police Bulletin. Highlights of the year 

included receiving the Best Allied Industry display award at the 2003 Brisbane International Motor Show, the 

performance by 250 police and community volunteers to a full house at the Commissioner’s ‘Carols by Candlelight’ 

in December, and the publication of the annual police calendar. 

Queensland Police Service’s Pipes and Drums. 


Graphic Design Services assisted in many public relations projects. Demand for its services continued to grow with 

the unit averaging more than 200 design assignments during the year. 

The Police Museum welcomed more than 8,500 guests through its doors, including 300 organised group visits. 

Many of these were schools with students enrolled in criminal justice courses. Through the Queensland University 

of Technology Innovation Train, which travelled the State in August and September 2002, the Museum highlighted 

the Service’s forensic services and history in a display with the Faculty of Law. 

The Pipes and Drums performed to a variety of audiences at more than 250 events during 2002–03. Included in its 

official police engagements were ceremonial parades at the Police Academy’s Brisbane and Townsville campuses, 

Government House investitures, the ANZAC Day parade, the National Police Remembrance Day parade and the 

State funeral for World War 1 veteran, Eric Abraham. 

Whistleblowers Protection Act 1994 (Qld) 

In accordance with Section 30 of the Whistleblowers Protection Act, it is reported that there were no public 

interest disclosures made during 2002–03. 


All organisational units contributing to this output are based at Police Headquarters, Brisbane. 

These central units play a significant role in setting the strategic framework within which all regional operations 

are conducted. As a consequence, all regional activities contribute to performance in respect of this output. 


Additional to the current district reviews, the Operational Performance Reviews will be expanded to include 

assessments of the headquarters commands and divisions. 

The Service will evaluate the impact on service delivery of the Client Service Charter. 

The Service will continue to implement a wide range of organisational initiatives aimed at promoting 

professionalism, ethical behaviour and high standards of accountability. 


53

corporate 

support 

Description 

The Corporate Support output describes the 

functions and activities that underpin the delivery 

of policing services to the Queensland community. 

These are provided through four Divisions: Human 

Resources; Information Management; Finance; and 

Administration. Each Division is managed by a 

Director who, in turn, reports to the Deputy Chief 

Executive (Resource Management). 



The effective delivery of the core policing services 

described in the Service’s six outputs are all 

dependent on sound corporate support. The 

activities described in this output directly underpin 

policing services and make a significant 

contribution to the development of safer, more 


Staff members supporting policing. 

Strategies 


• enhance the development and integration 

of planning, budgeting, policy 

development, operational and risk 

management within the Service; 

• effectively and efficiently allocate and 

utilise its resources; 

• employ good practice in the recruitment, 

selection, initial training and induction of 

all personnel, and human resource 

management practices that support all 

staff; 

• provide education and training programs 

that increase the skills of all staff; 

• provide information and administrative 

services to ensure a well equipped and 

well informed Service; and 

• provide facilities to support and enhance 

the conduct of policing services. 

RESOURCES 

The range of corporate support activities described in this output directly 

contributes to the first six outputs. As a consequence, total human and physical 

resources applied to this output are spread across the first six outputs. 



The continuing growth in police numbers and the increasing complexity of modern policing have continued to 

increase the demands on the Service’s supporting infrastructure. To ensure the Service meets these demands, 

strategic plans focused on human resources, information technology and capital assets have been developed to 

ensure cost effectiveness. 

Human Resources Division 

This Division directs the management and development of human resources. It comprises Human Resource 

Development, Human Resource Management, and Health and Safety and Industrial Relations Branches. 

The Service maintained the Ten Year Staffing Plan, with approximately 600 new officers being recruited and trained 

each year. The civilianisation program continued in 2002–03 with an additional 47 staff member positions 

approved to meet general growth and replace police in non-operational positions. 

Human Resource Development 

Initial training for recruits is conducted by the Police Recruit Operational Vocational Education program. During 

2002–03 reporting period, 613 police recruits were appointed to the program. 

The First Year Constable Program affords workplace training and intensive field supervision to graduates of the 

recruit program over a period of 12 months and is currently responsible for 633 first-year constables. Of these, 80 

had previous police experience and were members of the Police Abridged Competency Education (PACE) program 

and 78 attended the Townsville Campus. Four of these recruits had completed the Aboriginal and Torres Strait 

Islander Traineeship. 

The Constable Development Program is a three-year elective program that enhances the operational proficiency of 

constables and provides the necessary front-line leadership skills to prepare them for the rank of senior constable. 

In the 2002–03 reporting year, 1,404 constables enrolled in the program and 308 constables graduated. 

The Management Development Program affords the managerial knowledge and skills necessary to support police 

officers in their transition to the ranks of sergeant, senior sergeant and inspector. In the 2002–03 reporting period, 

638 members successfully completed studies within the program. 

The Assessment Development Centre Program is responsible for the assessment and development of senior 

sergeants preparing for promotion to the rank of inspector. During 2002–03, the Service conducted a review of the 

assessment development process and recommendations will be implemented in 2003–04. 

The Executive Development Program provides education, training and development to commissioned officers and 

senior staff members. During the financial year, eight members commenced studies in the Police Management 

Development Program and two candidates commenced studies within the Police Executive Leadership Program 

offered by the Australian Institute of Police Management. 

The Investigation and Intelligence Training Program offers advanced diploma level training in both investigative 

and intelligence disciplines. During 2002–03, 158 officers were provided with training for the Advanced Diploma of 

Investigative Practices, with 96 officers graduating. In addition, 57 members were provided with training towards 

the Advanced Diploma of Intelligence Practice. Specialist investigative courses were also delivered in conjunction 

with members of the State Crime Operations Command. Basic intelligence courses provided training to 15 police 

officers and staff members. 


55

The Legislative Education Unit has been involved in a number of significant training projects during the reporting 

year including: updates to DNA forensic procedures, Mental Health refresher training, Weapons (Handgun and 

Trafficking) Amendment Act 2003 (Qld) website development and Police Powers and Responsibilities Act updates. 

Staff of the Information Management and Distribution Unit are responsible for the development and maintenance 

of training information management systems including the ‘Advance’ training management system which now 

maintains records in relation to 567 Service courses. In the 2002–03 reporting year, the Unit was also responsible 

for the distribution of 26,582 Competency Acquisition Program (CAP) books and the administration of 25,426 

Computer Based Training packages. 

The Driver Training Unit provides the driver training component of recruit training, as well as training for a variety of 

specialist driving courses including those designed for officers undertaking duties in surveillance, witness 

protection and dignitary protection. 

The Physical Skills Education Unit affords education and training for recruits in police operational skills and 

tactics. The Unit also gives assistance to the dignitary protection, witness protection, detective training and first 

year constable programs. 

The Firearms and Officer Safety Training Unit delivers firearm and officer safety training for recruits. The Unit also 

affords in-service firearms instructor training courses, ongoing re-accreditation of instructors and monitoring of 

regional and district firearm training programs. 

The Police Operational Skills and Tactics Training Unit facilitates statewide training by regional instructors. 

In 2002–03, the Staff Member Training and Development Program delivered the Public Service Training Package to 

staff members covered by the Enterprise Bargaining Agreement 3. The Certificate IV in Government currently has 

582 staff members enrolled, with 134 graduates in 2002–03. The Program also coordinates induction training to 

Police Liaison Officers. 

The Curriculum Development and Review Unit was involved in a number of major projects including evaluation of 

the Management Development Program and Certificate IV in Government. 

QPASS Survey 

In 2002 the Service undertook the Queensland 

Public Agency Staff Survey (QPASS). This survey 

measures organisational climate, stress and 

morale in the workplace. The information 

gained will assist the Service to create a work 

environment for employees that is more 

conducive to physical health, psychological 

well-being, positive job attitudes, and high 

standards of performance. 

Human Resource Management 

During 2002–03 the Recruiting Section processed 3,266 

applications to undertake studies in the PROVE program 

and a further 270 applications for the PACE program. 

The Section also undertook selection processes for a 

new Traineeship in Policing for Indigenous people. In 

March 2003, 11 Indigenous trainees were selected and 

commenced training. Upon successful completion of the 

traineeship, candidates will be eligible to be appointed 

as police recruits and undertake the PROVE program. 

The Equity and Diversity Unit promotes equality of 

employment within the Service through programs and 

initiatives developed within the Diversity Management Plan. The Unit also pursues the objectives of the Anti- 

Discrimination Act 1991 (Qld). 

The Unit continued to identify and address issues of diversity and unlawful discrimination. The Unit has 

demonstrated this commitment through its participation in such areas as: 

• the Australian and New Zealand Equal Opportunities Committee; 

• the Leadership and Mentoring Course for women; 


• Justice Entry Program (for Aboriginal and Torres Strait 

Islander people); 

• the Women’s Action Group Anti-Discrimination Buddy 

Initiative; 

• the Migrant Work Experience Program; 

• the Breaking the Unemployment Cycle Initiative; and 

• the Indigenous Mentoring Program. 

The Unit is addressing the needs of Service employees 

through initiatives including the Headquarters Parenting 

Room, Shift Worker Child Care Access Working Party and 

an employee telecommuting ability. 

The Industrial Relations Section finalised the fourth 

Police Enterprise Bargaining Agreement. The five-year 

Agreement is in two parts. It introduces significant 

HealthStart 

As part of the Service’s commitment to 

employee health and well-being, the QPS has 

initiated an informal organisational health 

program. The program commenced with the 

comprehensive health assessment initiative 

known as HealthStart. HealthStart is designed 

to enable members to find out their current 

health status and detect and address any 

health concerns before they become critical. 

The initiative will identify what future health 

programs should be introduced to support 

good employee health. 

increases in salary and changes to rank structure and other conditions of employment intended to attract and 

retain quality employees through out the life of the Agreement and will improve productivity and efficiency within 

the Service. 

The Section has represented the Service in various matters before the Queensland Industrial Relations 

Commission and the Human Rights Commission and provided input into policy on a range of initiatives including: 

• the employment of Aboriginal and 

Torres Strait Islander trainees; 

• improvements to and a consolidation of 

transfer entitlements for police officers; 

• implementation of the Queensland 

Public Sector Protocol for Good Faith 

Bargaining; and 

• review of the Sick Leave Bank 

Agreement. 

In 2002–03 the Health and Safety Section 

commenced the HealthStart and 

Supportive Leadership programs in 

response to the 18 recommendations made 

in the Stress Management Working Party HealthStart provided an opportunity to achieve good employee health. 

report, aimed at reducing the costs and 

productivity losses associated with stress in the workplace. Other initiatives undertaken by the Section include: 

• a detailed review of health hazards associated with firearms training leading to a reduction in occupational 

atmospheric lead levels for personnel by some 90%; 

• a review of protective equipment issued to police motorcyclists; and 

• occupational environment assessments dealing with exposure to noise, carbon dioxide, hydrocarbon, very fine 

particulates, hydrogen sulphide, nitrous oxides, whole body vibration and magnetic field flux. 

Information Management Division 

Information is critical to successful policing. It enables police to adopt modern policing practices, improve services 

to the community, and meet the challenges posed by an increasing sophistication in criminal activity. The overall 

success of the Service largely hinges on its capacity to manage an ever-increasing volume of information and make 

it available to police personnel when and where they need it. 


57

Supportive Leadership 

Poor leadership and people management 

contribute to employee stress in any 

organisation’s workplace. In 2002–03, the 

Service introduced the Supportive Leadership 

Program to promote psychological health and 

well-being across the organisation. Supervisors 

and managers, up to Assistant Commissioner 

and Director level, participated in workshops 

focussed on developing interpersonal skills and 

constructive behaviour to help support staff. 

The Information Management Division, through its 

sections, centres and branches, supports the wide array 

of information management systems and processes 

employed by the Service. The Division also shapes the 

future of information systems for the Service by focusing 

on meeting the needs of operational policing and 

developing integrated justice systems. 

The Information Systems Branch is working to improve 

systems and services through its Operational Policing 

Program (OPP). Two major initiatives of OPP have 

commenced. The first, OP# 1 Incident Recording, 

Management and Investigation system, will provide 

police with the information systems they need to 

undertake incident recording management and 

investigation. It aims to reduce the duplication of information gathering and recording techniques and will supply 

police officers with accurate information for operational purposes. 

The second, OP# 2 Investigation Management and Control (IMAC) system, is being developed to give support and 

enhanced intelligence capability to major crime investigations. 

The Division also works with CrimTrac to develop national policing information services. These include the National 

Criminal Investigation DNA Database that will store and match DNA profiles from all Australian police jurisdictions. 

The Desktop Replacement Project, commenced in 2000–01, neared completion, with a total of 7,657 personal 

computers (PC) being distributed across the Service. The introduction of these PCs has improved the capacity and 

performance of the Service, and ensures full compliance with the Queensland Government Standard Operating 

Environment. The replacement also enables access to a greater range of commercially supplied software, technical 

and training expertise. 

The Police Information Centre provides 24-hour services for the recording of offences on the Crime Reporting 

Information System for Police (CRISP), and a computer Help Desk. The Centre also exchanges information with 

other law enforcement agencies throughout Australia, particularly criminal history and warrant information. 

The Information Resource Centre supports informed decision-making throughout the Service by providing crime 

mapping, statistical analysis, research, library services and the development of internal and external web sites. 

Statistical, mapping and web-based services are used extensively in the Operational Performance Reviews. 

Library Services are located at Police Headquarters in Brisbane and the Oxley and Townsville campuses of the 

Queensland Police Service Academy. Additional to traditional face-to-face services, the Virtual Library enables the 

on-line provision of most library materials to all staff, including those stationed in the most remote parts of the 

State, through the QPS computer network. 

The Information Security Section coordinates training and advice to ensure the Service’s information assets are 

suitably protected. The Section also controls access to information systems and processes, provides assistance 

with investigation of computer use and suspected misuse, and affords expert advice to assist the development 

and technical configuration of new and existing information systems. 


Finance Division staff members have diverse roles such as researching and writing financial procedures; giving 

advice on Service policies, proposals and strategies; coordinating responses and meeting reporting requirements; 

paying invoices; forecasting budget positions; and developing systems to improve current processes. 


Finance Division is responsible for maximising the financial resources available to ensuring expenditure is within 

the limits set by the Government. The Division ensures the Service’s financial dealings comply with legislative 

requirements and standards. 

The Commissioner devolves the responsibility for financial management in the Service to Assistant Commissioners 

and Directors. Assisting in making decisions on financial issues are Finance Managers at locations across the 

State. Decisions are made ‘at the coalface’, with consideration given to relevant local issues. 

Finance Division is also responsible for ensuring the Service meets its taxation obligations for the Goods and 

Services Tax (GST), Fringe Benefits Tax, Payroll Tax and other taxes. A taxation unit within Finance Division, 

researches and gives advice on taxation issues, ensures that all taxation reporting and compliance requirements 

are met, and undertakes taxation training for relevant staff both within and outside Finance Division. 

The Financial Accounting and Development Branch gives guidance and advice on asset accounting issues as well 

as coordinating asset accounting activities, such as revaluation, depreciation and stocktake. The value of the 

Service’s non-current assets increased by 8% from $700M to $756M during 2002–03. 

The Financial Systems Branch is responsible for the maintenance and strategic development of financial systems 

for the Service, including SAP R/3, the Queensland Government standard accounting system. Systems Branch 

comprises business analysts, technical professionals and user support staff who give support and development in 

systems accounting, business processes and software applications and management reports to over 400 resource 

managers and approximately 200 finance and logistics support staff statewide. 

The Systems Branch has continued to concentrate on creating integrated business support systems through 

ongoing maintenance of SAP R/3, developing an improved support maintenance system and ensuring 

accountability and compliance through an improved security and access regime. 

The Finance Division has played a key role in the Service’s preparation for the introduction of the Government’s 

Shared Service Initiative, the key recommendation of the Corporate Services Review conducted by the Aligning 

Service and Priorities (ASAP) project. 

The Division’s role has been critical in identifying and valuing the resources required, negotiating with the shared 

service provider on a wide range of issues and developing procedures and polices to be used by the Service’s 

finance staff statewide. 


The Administration Division has continued 

to provide nominated administrative 

services to the Service and the community. 

The Property and Facilities Branch is 

responsible for the Service’s buildings, 

land and other facilities, through the 

annual Capital Infrastructure Plan and 

Annual Maintenance Program. 

Completed capital works during 2002–03 

include the Toowoomba Police Station and 

Watchhouse ($9.93M) and the Mount Isa 

District Headquarters and Watchhouse 

($11.68M). 

Mount Isa District Headquarters and Watchhouse. 


59

Major projects commenced during the reporting period were the replacement of Eumundi Police Station ($459,000); 

Fraser Island Police Station ($1.45M); Mundingburra Regional Office, District Headquarters and Police Station 

($7.2M); Loganholme Police Station ($2.5M); Hervey Bay extensions ($1.6M); Inala Watchhouse ($3.5M); and 

Alderley Police Depot ($490,000). 

Additional police housing has been supplied during the year with the acquisition of houses and land in 

Cunnamulla and Redbank Plains and the construction of new houses at Ravenswood and Fraser Island. 

The Service has continued to plan for the construction of future police facilities with the strategic purchase of land 

at Highfields and Gympie. The upgrading of watchhouses continued with $1.27M expended across the State, 

reflecting the Service’s ongoing commitment to implementing the recommendations of the Royal Commission into 

Aboriginal Deaths in Custody. 

The Freedom of Information Unit was established in 1992 in response to the Freedom of Information Act 1992 

(Qld). In 2002–03, the Service received 2,148 requests for information under the Freedom of Information Act and 

finalised 1,785 requests. On average, 179 applications were received each month during 2002–03 financial year. 

The Weapons Licensing Branch is responsible for all aspects of the Weapons Licensing Act 1990 (Qld), Weapons 

Licensing Regulation 1996 (Qld), and Weapons Categories Regulation 1997 (Qld). During 2002–03, inspections 

and audits were carried out on a number of licensing matters involving security guards, security organisations, and 

firearms dealers. 

In 2002–03, the Branch issued 10,912 new licences; renewed 51,174 licences and issued 29,881 permits to acquire 

firearms. The Branch will renew an average of 5,000 

licences per month over the next three years. 

The Logistics Branch is responsible for major procurement 

and contract management for the Service; warehousing 

and distribution of police uniforms and consumables; 

managing and maintaining the police motor vehicle fleet; 

developing and introducing improved uniform and 

personal equipment items; and providing in-house 

printing and armoury services. All Logistics Branch 

functions operate under the umbrella of an externally 

audited Quality Assurance Program. 

Shared Service Initiative 

Support staff contribute to safe and effective policing 

services. 

The Shared Service Initiative is a whole-of-government approach to corporate services delivery. The vision is to 

provide quality and cost effective corporate support services to multiple customers from centres of excellence. This 

is achieved through consolidating corporate services functions in all agencies across Government into five 

large–scale and two smaller scale shared service providers and a technology centre of skill. These providers are 

hosted by an existing government department and provide services to a cluster of client agencies. 

The initial establishment of the shared service providers occurred on 1 July 2003, in accordance with the timetable 

approved by Cabinet on 16 December 2002. Many corporate services professionals in the Queensland Police 

Service who provide corporate service functions including finance, human resources (including payroll), and 

corporate systems support, transitioned to the agency’s shared service provider or technology centre of skill on 

this date. 

In addition, the assets and liabilities associated with the delivery of corporate services are transferred to the new 

providers. 



The Service will continue to make progress toward the achievement of its 2005 target strength of 9,100 police 

officers. For 2003–04 an additional 297 police positions will be created. The civilianisation/general growth 

program will continue in 2003– 04 with the approval of an additional 25 staff member positions. 

A further $32.2M will be expended under the Service’s Ten-Year Capital Works Program to implement a number of 

proposed capital enhancement projects. 

The Service will expend $15M on priority projects identified in its Information Management Strategic Plan 

2001–2010. 

Implementation of the Service’s information management Operational Policing Program will continue, focusing 

initially on incident management and investigation management systems. 

The Supportive Leadership Program will continue for the supervisors, officers in charge, and other managers 

within the Service, who now number over 3,500. 

The Handguns Compensation Program is expected to function from 1 July 2003 to 1 January 2004. The cost will be 

met firstly from funds remaining from the 1996 firearms buy-back and from then on it will be shared on a twothirds: 

one-third basis between the Commonwealth and the State, for the handguns prohibited and returned in 

Queensland. 

High visibility policing ensures a timely response to calls for service. 


61

crime 

statistics 

Queensland 

There was virtually no change in the total number of Offences 

Against the Person reported in 2002-03 compared with the 

number reported in the previous year. On the other hand, 

total Offences Against Property decreased by 5%. 

“On call to provide service”. 

A 2% increase in Assaults was offset by a 9% decrease in Sexual Offences and an 8% decrease in Robbery 

resulting in no change oveall in Offences Against the Person for 2002–03. While there was no change in the 

number of reported Homicides (Murder), the number of Other Homicides decreased by 16% (as a result of 

decreases across all four sub-categories of Other Homicide, the most significant of which was a 15% decrease in 

Attempted Murder). Despite reductions of 15% in Extortion and 1% in Kidnapping Offences, Other Offences Against 

the Person increased by 7%. 

The 5% reduction in total Offences Against Property was the result of reductions in all property offence categories 

except Fraud (which increased by 1%) and Handling Stolen Goods (which increased by 7%). Of particular note is 

the 7% decrease in Unlawful Entry offences and a 6% decrease in Unlawful Use of Motor Vehicles. Arson offences 

also decreased (by 13%) while Other Property Damage offences decreased by 15%. 

Other Offences increased by 14% as a result of increases across most of the major offence categories under this 

aggregate. This category of offences differs from Offences Against the Person and Property in that offences are 

generally detected by police officers rather than reported to police by members of the community. Thus, a change 

in the number of offences is influenced by shifting levels of police activity in response to identified problems and 

issues in local communities. In 2002–03, increases were reported in the following offence categories: Drug 

offences (15%); Prostitution offences (41%); Liquor offences (23%); Breach of Domestic Violence Protection Orders 

(16%); Trespassing & Vagrancy offences (14%); Weapons Act offences (5%); Good Order offences (11%); Traffic 

offences (18%) and Miscellaneous offences (4%). Decreases were reported for Gaming offences (42%) and Stock 

offences (43%). 


Regions 

For Far Northern Region, a 9% decrease in Assaults combined with a decrease in Sexual Offences (32%) and a 

decrease in Other Homicide (47%) and resulted in an overall 9% reduction in total Offences Against the Person. A 

10% increase in Robbery did little to offset the overall decrease. Reductions in Unlawful Entry (1%), Arson (11%), 

Other Theft (2%) and Handling Stolen Goods (5%) were offset by increases in Other Property Damage (2%), 

Unlawful Use of Motor Vehicle (2%) and Fraud (10%). The result was an unchanged total for Offences Against 

Property. 

Increases in most of the person offence categories contributed to a 14% increase in total Offences Against the 

Person for Northern Region. Of particular note were a 14% increase in Assaults and an 18% increase in Robbery. 

On the other hand, the Region experienced reductions in all the property offence categories that resulted in an 

11% decrease in total Offences Against Property. Specifically, Unlawful Entry decreased by 16%, Unlawful Use of 

Motor Vehicles decreased by 5% and Other Theft decreased by 7%. 

Central Region experienced an 18% increase in total Offences Against the Person largely due to a 3% increase in 

Assaults, a 66% increase in Sexual Offences (note: in Central Region, four offenders were charged with over 760 

offences between them for offences occurring over many years) and a 9% increase in Robbery. Central Region also 

experienced a 46% increase in fraud largely due to four offenders charged with over 750 offences in the Region. 

On the other hand, reductions in Unlawful Entry (11%), Arson (30%), Other Property Damage (17%) and Unlawful 

Use of Motor Vehicles (18%) contributed to an overall decrease (2%) in total Offences Against Property. 

For North Coast Region, decreases in Other Homicide (3%), Sexual Offences (6%), Robbery (9%) and Other 

Offences Against the Person (2%) contributed to a 2% reduction in total Offences Against the Person. Assaults 

remained unchanged from the previous year. Reductions in all property offence categories except Handling Stolen 

Goods resulted in an overall 6% decrease in total Offences Against Property. 

Despite a sizeable reduction in Robbery (14%), Southern Region experienced a 10% increase in total Offences 

Against the Person. Increases in Assaults (9%), Sexual Offences (3%) and Other Offences Against the Person 

(32%) contributed to this result. A 5% increase in Unlawful Entry and a 4% increase in Other Theft were 

predominantly responsible for an overall 3% increase in total Offences Against Property, and this despite 

decreases in Arson, Other Property Damage and Unlawful Use of Motor Vehicles. 

Decreases in Homicide (Murder), Sexual Offences (3%), Robbery (15%) and Other Offences Against the Person 

(4%) were offset by increases in 

Other Homicide (5%) and Assaults 

(7%) in South Eastern Region. The 

result was an overall increase of 1% 

in total Offences Against the Person. 

Similarly, a mix of increases and 

decreases in the property offence 

categories resulted in a 1% increase 

in total Offences Against Property. 

Reductions in Unlawful Entry, Arson 

and Other Property Damage were 

offset by increases in all other 

property offence categories. 

Maintaining safety afloat. 


63

Metropolitan North Region experienced a sizeable 15% reduction in total Offences Against the Person. The main 

contributors were Assaults (down 3%), Sexual Offences (down 51%) , Robbery (down 10%) and Other Offences 

Against the Person (down 5%). All property offence categories decreased resulting in an overall reduction of 11% in 

total Offences Against Property. Of particular note were a decrease in Unlawful Entry (12%) and a decrease in 

Unlawful Use of Motor Vehicles (13%). 

Metropolitan South Region recorded reductions in all person offence categories except Homicide (Murder) and 

Other Offences Against the Person. The result was an overall decrease of 5% in total Offences Against the Person. 

Similarly, reductions in all property offence categories except Arson, Other Theft and Handling Stolen Goods 

resulted in an overall decrease of 7% in total Offences Against Property. Unlawful Entry decreased by 9% while 

Unlawful Use of Motor Vehicle decreased by 7%. 

Personal Safety 

Reported in Reported per Reported & Cleared in Percentage Percentage 

2002–03 100,000 Cleared in 2002–03 Cleared Change 

Population 2002–03 Reported 2002–03 2001–2002 

Previously to 2002–03 

(Reported) 

Homicide (Murder) 61 2 55 9 90 0 

Other Homicide^ 168 4 157 14 93 -16 

Assault 19420 513 13979 2106 72 2 

Sexual Assault 6077 161 4464 786 73 -9 

Robbery 2023 53 788 122 39 -8 

Other Offences Against the Person* 4719 125 2737 404 58 7 

Offences Against the Person 32468 858 22180 3441 68 0 

Property Security 

Unlawful Entry 65396 1728 9364 2452 14 -7 

Arson 1436 38 205 38 14 -13 

Other Property Damage 44438 1174 10529 1704 24 -15 

Unlawful Use of Motor Vehicle 16563 438 3672 798 22 -6 

Other Theft (excl. Unlawful Entry) 115996 3064 26845 3911 23 -1 

Fraud 28768 760 17277 3393 60 1 

Handling Stolen Goods 6398 169 6192 84 97 7 

Offences Against Property 278995 7370 74084 12380 27 -5 

Selected Other Offences 

Drug Offences 37275 985 - - - 15 

Liquor Offences 2105 56 - - - 23 

Prostitution Offences 1136 30 - - - 41 

Stock Related Offences 34 1 - - - -43 

Drink Driving 27469 726 - - - 9 

Other Traffic Offences 9807 259 - - - 58 

Breach Domestic Violence 7820 207 - - - 16 

Protection Order 

Weapons Act Offences 5179 137 - - - 5 

Good Order Offences 28459 752 - - - 11 







Far Northern 


Other Homicide^ 9 4 8 - 89 -47 

Assault 2358 1023 1955 181 83 -9 


Robbery 103 45 56 4 54 10 


Offences Against the Person 3497 1517 2866 243 82 -9 


Arson 47 20 22 1 47 -11 

Other Property Damage 3080 1336 1124 82 36 2 

Unlawful Use of Motor Vehicle 528 229 239 15 45 2 


Fraud 1511 655 1013 114 67 10 

Handling Stolen Goods 387 168 371 2 96 -5 

Offences Against Property 16153 7005 5803 609 36 0 

Northern 

Homicide (Murder) 7 3 7 - 100 0 


Assault 2285 933 1868 250 82 14 


Robbery 100 41 52 2 52 18 




Arson 71 29 21 6 30 -20 




Fraud 1025 419 524 165 51 -33 



Central 

Homicide (Murder) 4 1 4 - 100 -33 


Assault 1754 531 1413 199 81 3 

Sexual Assault 1379 418 1281 63 93 66 

Robbery 89 27 50 - 56 9 

Other Offences Against the Person* 336 102 237 34 71 -13 



Arson 76 23 21 2 28 -30 



Other Theft (excl. Unlawful Entry) 7787 2358 2513 223 32 0 

Fraud 2746 831 2248 275 82 46 




65






North Coast 



Assault 3216 475 2304 415 72 0 


Robbery 208 31 97 15 47 -9 




Arson 254 37 40 12 16 -8 




Fraud 3577 528 2334 551 65 -19 



Southern 


Other Homicide 27 6 27 - 100 13 

Assault 2265 522 1753 278 77 9 

Sexual Assault 632 146 442 127 70 3 

Robbery 157 36 75 8 48 -14 



Unlawful Entry 6417 1478 1291 247 20 5 

Arson 198 46 25 5 13 -19 




Fraud 2887 665 1896 357 66 19 



South Eastern 

Homicide (Murder) 4 1 4 1 100 -69 

Other Homicide^ 22 3 20 2 91 5 

Assault 3073 452 1827 336 59 7 


Robbery 453 67 151 38 33 -15 




Arson 435 64 22 7 5 -16 


Unlawful Use of Motor Vehicle 5282 776 867 178 16 6 


Fraud 6883 1012 2971 643 43 23 









Metropolitan North 


Other Homicide^ 28 5 24 2 86 0 

Assault 2474 441 1616 235 65 -3 


Robbery 484 86 165 32 34 -10 




Arson 109 19 24 3 22 -13 




Fraud 5560 992 3451 538 62 -11 



Metropolitan South 



Assault 1995 318 1243 212 62 -2 


Robbery 429 68 142 23 33 -8 




Arson 246 39 30 2 12 3 




Fraud 4579 730 2840 750 62 -8 



* Other Offences Against the Person includes the offence categories of Extortion, Kidnapping & Abduction etc. and Other Offences 

Against the Person. 

^ Other Homicide includes the offence categories of Attempted Murder, Conspiracy to Murder, Manslaughter (excl. by driving) and 

Driving Causing Death. 

Notes: 

• Percentage of cleared offences refers to the percentage of offences reported and cleared within the same statistical period (2002-03). 

• Other Offences Against the Person includes the offence categories Extortion, Kidnapping and Abduction, etc., and Other Offences 

Against the Person. 

• Other Homicide includes the offence categories of Attempted Murder, Conspiracy to Murder, Manslaughter (excl. by driving) and 

Driving Causing Death. 

• The offence aggregate Offences Against Property includes the following offence categories: Unlawful Entry; Arson; Other Property 

Damage; Unlawful Use of a Motor Vehicle; Other Theft (excl. Unlawful Entry); Fraud; and Handling Stolen Goods. 

• Figures for the rate of offences per 100,000 population have been rounded. Therefore, offence subtotals may not add to the total for 

each of the three aggregate categories of offences. 

• Due to rounding, region totals may not add to the Queensland total. 

• Offences detected or under investigation involving covert operations or sensitive issues such as sexual child abuse are not 

geographically classified until after the completion of all inquiries in the interest of strict confidentiality. For this reason, a temporary 

holding geographical classification, the Drug Enforcement Region, has been created. Offences classified to this area are included 

only in Queensland offence counts in this report. 


67

our clients 

Responding to Diversity – 

Multicultural Queensland Policy 

The Multicultural Queensland Policy is a whole-ofgovernment 

strategy. It is designed to reinforce the 

Queensland Government’s commitment to the promotion of 

multiculturalism in Queensland as a means of managing a 

culturally diverse society. Central to this policy is the core 

Liaison helps build safer and more supportive 

communities 

principles of access, participation and cohesion. The policy aims to achieve social cohesion through an 

environment where diverse cultures are recognised and valued while maintaining an overriding commitment to the 

principles underlying our society. 

Some Service strategies and actions that have promoted positive community engagement in 2002–03 include: 

• Police Ethnic Advisory Group (PEAG) 

This group, which meets six times a year, provides assistance to the Service on issues pertaining to the 

effective management of cultural, linguistic and religious diversity. PEAG’s substantial contribution to the 

development of the information booklet ‘You, the Law and Society’, printed in four languages, has been 

acknowledged in the publication of ‘A Guide to the Role of Police in Australia’ which is available in eight 

languages and is also available on CD-ROM. 

• A Practical Reference to Religious Diversity for Operational Police and Emergency Services – 2nd Edition 

Launched in February 2003, the Reference provides information on religiously determined behaviours that may 

pose challenges to operational police personnel who are required to perform their duties with competence and 

sensitivity. 

• The Mosaic Fund 

The Australasian Police Multicultural Advisory 

Bureau established the Mosaic Fund in 2003 to 

enhance police/community relations and to 

provide financial support for partnerships with 

diverse communities. 

• Police Liaison Officers 

The PLO initiative has been extended to include 

officers from culturally diverse communities and 

now includes three officers with identified links to 

the Australian South Sea Islander Community. 

Building partnerships for the future. 

A State Development Officer has been appointed to 

coordinate the work of the 126 PLOs in partnership 

with Cross Cultural Liaison Officers throughout the State. 

• The Opening Doors Project 

This initiative is being implemented by the Service in partnership with the Logan City Multicultural 

Neighbourhood Centre. A total of 33 workshops have included topics on road safety, security for the elderly and 

domestic violence awareness. The workshops have also highlighted the importance of interagency cooperation 

in the community that has in excess of 160 recognised cultural groups. 


Rural and Regional Queensland 

Queensland’s geographic diversity presents challenges for the equitable delivery of policing services in the various 

metropolitan, regional, rural and remote areas of the State. In response, the Service has established a 

regionalised structure to ensure organisational units work closely with local communities and are responsive to 

issues of community concern. 

The requirements of policing in rural and regional areas of the State are taken into account when decisions are 

made about the allocation of resources. The Service remains committed to the delivery of high quality policing 

services in all Queensland communities and, to this end, has instigated a number of programs and activities to 

improve service delivery in rural and regional areas including: 

• one and two officer stations in 168 rural and remote centres statewide; 

• continued support for the North Queensland Campus of the Queensland Police Academy at Townsville which 

was established to encourage recruitment and retention of police officers in central and northern Queensland. 

Since it commenced operations, 382 recruits have successfully completed their training at Townsville, with the 

majority of these officers remaining in the northern part of the State; 

• operation of Queensland Government Agent Program Offices in police stations at Bedourie, Boulia, Birdsville, 

Jundah, Isisford, Windorah and Thargomindah, giving these communities access to a broad range of 

government information and services; 

• ongoing support for Police Citizens Youth Clubs and the Blue Light Associations statewide, providing 

entertainment and activities for young people in rural communities. 

• continued upgrading of police radio and communications facilities and capabilities with a particular focus on 

rural and remote areas of the State; and 

• ongoing support for the Rural Watch program which is compiled of small rural groups which are encouraged to 

improve the safety and security of their families and other neighbourhood residents. 

Responding to our Clients 

In July 2002, the Commissioner officially launched the QPS Client Service Charter designed to set a high standard 

of service delivery to the community. The Charter incorporates Client Service Standards and enhances the 

Service’s commitment to professional and accountable policing services for Queensland. 

Over 9,000 personnel have now completed a computer-based training package providing information on client 

service standards, client expectations, and procedures for handling complaints and client feedback. 

Feedback on our performance 

The Service encourages feedback from the community on the performance of police officers and staff members as 

part of the Charter and Standards monitoring and review process. The feedback assists us to improve service 

delivery and determine strategies to promote effective, efficient and professional services. In 2002–03, 137 client 

service feedback forms were received showing 80% of respondents were happy with the service provided. The 

remaining 20% indicated areas of service delivery they considered needed improvement. 

A copy of the Charter can be found in all police stations and on the QPS web site at www.police.qld.gov.au. 


69

0ur people 

Police Service Chaplaincy 

Chaplaincy in the Service has grown significantly over the 

past ten years. There are now five full-time and 34 part-time 

chaplains. The Service has an ecumenical focus to 

Chaplaincy drawing chaplains from across the Anglican, 

Roman Catholic, Uniting, Presbyterian, Pentecostal, Church 

of Christ and Salvation Army traditions of the Christian 

church. 

“Bike patrols” improve access to policing services. 

Queensland Police Service chaplains are strategically located in every region and district across the State. From 

Doomadgee in the far North West to Coolangatta in the South East, from the Gulf of Carpentaria to Birdsville, a 

chaplain will call in to the local police station to say ‘G’day’. Chaplains always take the time to speak with both 

police officers and staff members and, when appropriate, offer confidential support to those members and their 

families. 

Members of the Service, and/or their families, can approach their local chaplain to receive pastoral care and 

practical support when they are facing difficulties in their professional capacity or their personal lives. Chaplains 

are regularly involved in the sad times, such as 

the death of a family member or other difficult 

situations of conflict in the home or workplace. 

Chaplains also get to share in the happier 

experiences of life such as officiating at the 

weddings and in the baptisms of police 

personnel and their families. 

A particular area of involvement of the 

chaplain is among those members who are on 

leave because of workplace injury or personal 

illness. On request, a chaplain will exercise 

pastoral care through home or hospital 

visitation. 

Chaplains provide support to all Service members. 

Chaplains are also involved in the welcome, graduation and induction of recruits. At a regional level, chaplains are 

involved as these recruits take up new positions in stations around the State. Some regions use chaplains in the 

grief and loss areas of peer support training. Chaplains also are engaged as active members of the boards and 

committees of Police Citizens Youth Clubs (PCYC), Community Supporting Police, Police Remembrance Day Blue 

Ribbon Committee, Police Legacy and the Retired Police Associations. Chaplains conduct church services across 

the State to commemorate National Police Remembrance Day. 

Voluntary Early Retirement 

During 2002–03, 27 employees accepted voluntary early retirement packages. The total monetary value of these 

packages was $1,059,310.86 


Balancing Work and Family 

The Service has recognised the need for members to balance work and family responsibilities. It is therefore 

committed to providing the leadership, environment and policies for members to achieve this end. Furthermore, it 

recognises the productivity benefits that accrue to organisations with ‘family-friendly’ policies and practices, and 

aims to maximise those benefits for both the Service and its members. 

Under the Work and Family Policy, management is responsible for assisting members to balance work and family 

commitments and for finding fair and equitable solutions to conflicting demands. 

To this end, the Service has endorsed a number of specific policies and initiatives. Careers are now more flexible 

and can be structured differently, depending on individual circumstances or choice. Specific ‘family-friendly’ 

policies include: 

• the development of flexible work practices such as tele-commuting and the 48/52 principle (additional time off 

with less pay or part-year employment); 

• the availability of part-time employment to any member of the Service (subject to operational priority and the 

approval of the relevant Assistant Commissioner, Director or Executive Manager), either for a fixed term or for a 

period of an unspecified duration; 

• the promotion of a Child Care Information Service which provides up-to-date information for parents about the 

location and range of child care services, pre-schools and kindergartens available in Queensland; 

• a pregnancy policy, including specific support such as sick leave, maternity leave and, where required, 

‘alternative duties’; and 

• a Parent Information Kit, which contains information about a range of Service policies and initiatives designed 

to support working parents. 

Supporting Women’s Career Development 

The Service continues to support women’s career development through: 

• the Women’s Advisory Group (WAG); 

• the Equal Employment Opportunity (EEO) Management Plan; 

• the Work and Family Policy; and 

• a range of specific strategies and initiatives designed to provide specific support to women employed in the 


The WAG network is represented on the Senior Executive Conference. The network assists women to develop the 

knowledge and skills necessary to compete in a merit-driven 

environment, and provides advice and assistance to 

management on policies affecting women in the workplace. 

The WAG network, in conjunction with the Equity and Diversity 

Unit has been continuing to pursue a work and family balance 

for Service personnel, primarily focussing on the successful 

implementation of part-time working arrangements. 

The 2003–2006 WAG Action Plan is currently being 

developed. This plan will focus on the professional 

development, support and encouragement of women applying 

for senior positions within the Service. 

The tables that follow show the number of female police 

officers and staff members in the Service, and within 

specified EEO target groups. 

Each year the number of female officers increases. 


71

Female Police Officers by Rank 

30-Jun-1999 30-Jun-2000 30-Jun-2001 30-Jun-2002 30-Jun-2003 

Number Number Number Number Number 

(Total for Rank) (Total for Rank) (Total for Rank) (Total for Rank) (Total for Rank) 

(% of Total) (% of Total) (% of Total) (% of Total) (% of Total) 

Above Chief 0 0 1 1 1 

Superintendent (14) (14) (14) (14) (14) 

(0.0%) (0.0%) (7.1%) (7.1%) (7.1%) 

Chief 0 1 1 1 1 


(0.0%) (6.7%) (7.1%) (6.6%) (7.1%) 

2 1 0 0 0 


(5.9%) (3.0%) (0.0%) (0.0%) (0.0%) 

14 14 15 17 17 

Inspector (252) (260) (263) (269) (268) 

(5.6%) (5.4%) (5.7%) (6.3%) (6.3%) 

25 26 28 32 36 

Senior Sergeant (452) (471) (511) (566) (599) 

(5.5%) (5.5%) (5.5%) (5.6%) (6.0%) 

97 115 145 145 193 

Sergeant (1,655) (1,696) (1,762) (1,798) (1,901) 

(5.9%) (6.8%) (8.2%) (9.1%) (10.2%) 

310 357 392 427 498 

Senior Constable (2,207) (2,314) (2,392) (2,530) (2,614) 

(14.0%) (15.4%) (16.4%) (16.8%) (19.1%) 

739 802 905 959 1006 

Constable (2,540) (2,618) (2,780) (2,827) (2,990) 

(29.1%) (30.6%) (32.6%) (33.9%) (33.6%) 

113 105 109 92 83 

Recruit (322) (279) (315) (314) (270) 

(35.1%) (37.6%) (34.6%) (29.2%) (30.7%) 

Total 1300 1421 1596 1693 1835 

(7,488) (7,700) (8,082) (8,367) (8,704) 

(17.4%) (18.5%) (15.7%) (20.2%) (21.1%) 


Target Group Membership by Salary Equivalent - Staff Members # 

Sample Size Gender Language Background Aboriginal or People with 

= 3451 Torres Strait Islander Disabilities 

Salary Range Female Male ESB 1 NESB1 2 NESB2 3 N/R 4 Yes No N/R Yes No N/R 

($)* 

$75,580 + 22.6 77.4 77.4 6.5 12.9 3.2 0 96.8 3.2 9.7 80.6 9.7 

$69,162 - $75,579 33.3 66.7 100 0 0 0 0 100 0 0 100 0 

$61,674 - $69,161 31.1 68.9 81.4 8.1 6.8 3.7 0.6 95 4.3 9.9 78.3 11.8 

$54,604 - $61,673 42.4 57.6 82.1 6 11.9 0 0.7 97.4 2 9.9 82.8 7.3 

$47,672 - $54,603 52.9 47.1 77.8 7.2 8.5 6.5 1.3 86.9 11.8 7.8 81 11.1 

$40,886 - $47,671 62.9 37.1 83.2 4.6 5.1 7.1 0.7 89.4 9.9 9.2 78.3 12.4 

$34,280 - $40,885 59.9 40.1 84.2 4.2 7.5 4.1 6.2 87.7 6.2 8.6 79.6 11.9 

$23,182 - $34,279 71.4 28.6 82 3.2 7.8 7 3.9 87.9 8.2 9.1 75.9 15 

$0 - $21,181 67.8 32.2 58.6 1.1 11.5 28.7 2.3 69 28.7 17.2 37.9 44.8 

% of Total Sample 63.6 36.4 81.7 4.1 7.7 6.5 3.4 88.4 8.2 9.2 76.7 14.1 

Note: Percentages are 'row' percentages. Row percentages within each of the four target categories should add to 100 percent, although there may be some minor rounding errors. 

# Table includes Police Recruits but does not include Police Officers. 


73 

* Salary Ranges are those applicable for the 2002-2003 Financial Year. For the 

full-time employees, annual salary was used. For employees who worked part of the 

year, earnings were converted to the amount they would have earned in a full year. 

For part-time and casual employees, earnings were converted to the full-time 

equivalent annual salary. 

1 ESB English Speaking Background 

2 NESB1 Non-English Speaking Background - Immigrants 

3 NESB2 Non-English Speaking Background - Children of Immigrants 

4 N/R No Response 

• Non-target group members, for example men and people from English Speaking 

backgrounds, are included for illustrative purposes only. 

• Target group calculations rely on target groups self-disclosing this information on 

their census form. 

• The data conforms to the reporting requirements of the Office of the Public Service. 

In line with Office of the Public Service requirements, QPS temporary employees are 

included in these figures.

Honours & Awards 

Australian Police Medal 

The Australian Police Medal is awarded for distinguished police service in an Australian police force. Queensland 

Police Service officers who have received this award are: 

Chief Superintendent Clement O’REGAN 

Chief Superintendent George STOLZ 

Superintendent Alexander ERWIN 

Superintendent Roy WALL 

Inspector Tonya CAREW 

Detective Inspector Terrence RYAN 

Inspector Jillian STEINKAMP 

Inspector Terry STEWART 

Senior Sergeant Eric DARBY 

Senior Sergeant Walter SIGANTO 

Australian Bravery Decoration 

Australian Bravery Decorations are awarded by the Governor-General for acts of bravery. 

Constable Troy Bernhard DAUBARAS 

(Commendation for Brave Conduct) 

Queensland Police Service Valour Award 

A Queensland Police Service Valour Award is awarded to an officer who performs an act of exceptional bravery in 

hazardous circumstances. 

Senior Constable Jason AUSTIN 

Constable Kathleen BLACK 

Constable Troy DAUBARAS 

Senior Constable Stephen EDWARDS 

Constable Joshua ELLIOTT 

Constable Steven HARWIN 

Senior Constable Roger HODGSON 

Senior Constable Mark HUGHES 

Constable Janet LINDSAY 

Sergeant Shane PANOHO 


Commissioner's Certificate 

A Commissioner’s Certificate is awarded to an officer who displays intelligence, promptitude, resourcefulness 

and/or dedication to duty to a degree far exceeding what might reasonably be expected from a member of the 

Police Service in the execution of his or her duty. 

Constable Cassandra ADIDI 

Sergeant Mark BALLIN 

Detective Sergeant Peter BREWER 

Senior Constable Jock BROWN 

Constable Alicia COYNE 

Sergeant Jason CROWTHER 

Constable Mathew CUSKELLY 

Constable Troy DAUBARAS 

Detective Sergeant Michael DOWIE 

Detective Senior Sergeant Anthony DUNCAN 

Senior Constable Christopher EDGE 

Sergeant Shaune ENGLISH 

Sergeant Darin FERGUSON 

Senior Constable Craig FONTANA 

Senior Constable Duncan FRASER 

Senior Sergeant John GARNER 

Detective Sergeant Kevin GOAN 

Senior Constable Marcus HAHN 

Constable David HARDIKER 

Detective Sergeant Cameron HERPICH 

Senior Constable Trevor HUNTER 

Sergeant Christopher HURLEY 

Detective Sergeant Robert HYTCH 

Constable Peter JOHNSON 

Detective Michael JORY 

Senior Constable Ross KOUIMANIS 

Senior Constable Stephen LINDSEY 

Constable David LITTLE 

Detective Sergeant Geoffrey MARSH 

Detective Sergeant Mark REID 

Detective Senior Constable Andrew TRENERRY 

Police Liaison Officer Paul TREVY 

Police Dog TYSON 

Detective Senior Constable Mark WRIGHT 

Awards for Excellence 

The quality of the Service’s policing initiatives was recognised in the 2002 Premier’s Awards for Excellence in 

Public Sector Management. These Awards are designed to recognise and reward the achievement by public sector 

agencies in improving the standard of services provided to the Queensland community. 

The Service won the Leadership Excellence Category with an initiative designed to reduce alcohol related violence 

in partnership with Indigenous people in Mount Isa and the communities of Doomadgee, Mornington Island and 

Normanton. The Service was also a finalist in the ‘Focussing on Our People’ category with its Volunteers in Policing 

program. 

In 2002–03, the Service expanded the scope of its internal awards. Projects that made a positive and significant 

impact on the delivery of policing services in the arenas of problem-oriented and partnership policing; operational 

policing or corporate and support services were acknowledged in the inaugural QPS Awards for Excellence. 

To be eligible, each nomination had to identify an opportunity or limitation within its area and introduce a unique 

and innovative initiative that would address it. The winner of the Problem-Oriented and Partnership Policing 

category was the Far Northern Region’s ‘Walk Away, Cool Down’ domestic violence initiative. The Gold Coast 

District police and Integrated Mental Health Services partnership, which was designed to improve service delivery 

to those with mental illness, took the honours in the Operational Policing category. The top award for excellence in 

corporate and support services was won by ‘Management Studies in Policing III –The Residential Course for Senior 

Sergeants’. This course focuses on strategic management and leadership and is designed to ensure officers have 

the skills necessary to support them as managers. 


75

In the Line of Duty 

Two memorials honouring Queensland police officers who lost their lives in the line of duty were unveiled during 

the financial year. The first, a memorial wall situated outside the Executive Building in George Street, Brisbane, 

features the names of 130 such police officers engraved on bronze plaques. Thirty of these officers were killed 

during World War 1. The memorial, designed by the Department of Public Works with input from the Queensland 

Police Union, was unveiled on 28 April 2003 by Queensland Premier, the Honourable Peter Beattie MP, and Police 

Minister, the Honourable Tony McGrady MP. 

The second memorial, constructed by the 

Rockhampton police in partnership with the 

Rockhampton City Council, honours police officers 

killed in the line of duty within the District. The 

memorial was unveiled by the Commissioner on 2 

June 2003 and features the names of 12 police 

officers. 

The Police Memorial Wall, George Street, Brisbane. 

The Rockhampton memorial honours those officers killed in 

the line of duty within the District. 


other reporting 

Energy Management Program 

The Service continues to provide guidance for energy 

management and conservation in the construction of new 

police establishments and major refurbishment of existing 

facilities. These principles have been integrated into the 

Service’s Building Code which outlines the parameters for all 

new capital works projects. For example, proven energysaving 

services are installed in preference to less efficient equipment or techniques and, where practical, daylight 

and natural ventilation are employed to supplement their artificial counterparts. 

The Service continues to monitor trends in the energy market to clarify the benefits to be gained in establishing 

energy supply contracts for other Queensland Police Service sites. As other sites become contestable, 

consideration will be given to adding these sites to the Energy Supply contract. 

Waste Management Program 

The Service generates a wide variety of waste through operations in its facilities including transport and marine 

establishments, laboratories, property points and administrative support areas. In previous years, initiatives to 

reduce, recycle or dispose of waste were developed locally by management and staff in each region, command or 

division to ensure the Service is committed to helping to protect the environment. Some initiatives include: 

• reusing or recycling paper, cardboard and plastic products; 

• recycling printing cartridges; 

• fitting chemical traps and filters in crime scene laboratories; and 

• chemical, biological and other hazardous waste are disposed of through agencies holding appropriate licences 

under the Environmental Protection Act 1994 (Qld). 

In 2002–03, the Service, in consultation with the Environmental Protection Agency, embarked upon the 

development of a Strategic Waste Management Plan. When completed, this Plan will identify the types of wastes 

generated by the Service and detail strategies to manage different waste streams according to the preferred waste 

management hierarchy and principles under the Queensland Government’s Environmental Protection (Waste 

Management) Policy 2000. 

Consultancies 

The Service expended the following monetary amounts on consultancies in the 2002–03 financial year: 

$ 

Communication 55,745 

Finance and accounting 9,145 

Human resource management 400 

Information technology 284,075 

Management 600 

Professional/technical 29,998 


77

Overseas Travel 

During 2002–03, 49 members of the Service travelled overseas on 35 occasions of official business or to attend 

professional development. On 28 occasions, the costs of travel were fully or partially met by external agencies. 

In response to the Bali bombing incident, 15 specialised Service personnel travelled to Bali to assist local 

authorities identify victims of the terrorist attack. The costs of travel were met by the Australian Federal Police. 

Name of Officer 

and Position 

Destination 

Reason for Travel 

Agency Cost 

[Actual (A) or 

Estimate (E)] 

Contribution from 

other agencies or 

sources [Actual (A) or 

Estimate (E)] 

C Allinson 

(Manager, 

Information 

Security) 

USA 

Attendance at the Information Systems 

Audit and Control Association 

International Conference in New York. 

$2,290 (A) Costs 

include conference 

fees only. Air fares 

and other costs 

funded privately by 

Ms Allinson. 

D Hansen 

(Sergeant) 

New Zealand 

Attend the New Zealand Police Dog 

Section Annual Conference for the 

purpose of giving a presentation on the 

use of electric dog collars in the 

training of police dogs. 

$1,110 (A) Costs met 

by New Zealand Police 


K J Jackson 

(Senior Sergeant) 

Somoa 

To undertake an overseas Australian 

Youth Ambassador Development 

Scholarship to strengthen mutual 

understanding between Australia and 

other countries of the Asia Pacific and 

make a positive contribution to 

development. 

$4,900 (E) cost of 

airfares, 

accommodation and 

food met by AYAD 

Program (AusAID). 

G Asmussen 

(Forensic Scientist) 

V Selvakumar 

(Chief Document 

Examiner) 

New Zealand 

To attend the Criminalistics/Documents 

Special Advisory Group (SAG) Meeting. 

$1,670 (A) 

$2,400 (A) cost of 

airfares met by 

National Institute of 

Forensic Science. 



and Position 

Destination 


Agency Cost 


Estimate (E)] 




Estimate (E)] 

D Mahon 

(A/Superintendent) 

J M Steinkamp 

(Inspector) 

E Anthony 

(Senior Cultural 

Advisor) 

New Zealand 

Maintain the continuing program to 

recruit and train experienced police 

officers from interstate and New 

Zealand in order that the selected 

officers undertake operational duties 

after an abridged training program. 

13,107 (A) 

Dr I Mahoney 

(Government 

Medical Advisor) 

R Hawkins 

(Sergeant) 

R Atkinson 

(Commissioner) 

USA 

FBI 25th National Executive Institute 

Program 2002 

$9,374 (A) 

Superintendent 

R Dwyer 

Senior Sergeant: 

E Purrer 

KRach 

Indonesia 

3 assignments 

4 assignments 

4 assignments 

Disaster Victim Identification Squad 

members on duty in Bali to assist local 

authorities identify victims of the 

terrorist attack. 

$ 238,541(E) Costs 

met by Australian 

Federal Police 

Co-ordination Centre, 

Canberra. 

Sergeant: 

C Antonaglia 

S Cook 

SCross 

T Dally-Watkins 

M Farnill 

C Mann 

S McLaren 

C Servin 

3 assignments 

4 assignments 

1 assignment 

4 assignments 

2 assignments 

3 assignments 

4 assignments 

1 assignment 

Senior Constable: 

S Adams 

G Alston 

W Cummings 

G Simpfendorfer 

2 assignments 

3 assignments 

2 assignments 

2 assignments 

NB: An accurate total cost of the Bali assignment will not be known until the operation has been finalized and all claims lodged. 


79


and Position 

Destination 


Agency Cost 


Estimate (E)] 




Estimate (E)] 

J Diggle 

New Zealand 

Travel to New Zealand to extradite 

$3,866 (A) 

(Detective Senior 

suspect to Queensland to face 

Constable) 

numerous charges of fraud. 

D Law 

(Plain Clothes 

Constable) 

S J Flori 

New Zealand 

To participate as the QPS project 

$1,220 (A) costs met 

(Inspector) 

representative on the Dept of 

by Dept of Emergency 

Emergency Services joint CAD/Comms 

Services. 

project to examine NZ Emergency 

communication centres. 

M Barrett 

Papua New 

To act as close personal protection 


(Detective Sergeant) 

Guinea 

officers for the Minister for State 

by Dept of State 

Development, the Honourable Tom 

Development. 

S T Akhavan 

Barton MP whilst visiting Papua New 


Guinea. 

Constable) 

K Donohue 

New Zealand 

To give evidence at extradition hearing 

(Senior Constable) 

in relation to a fatal traffic accident. 

$2,060 (A) 

T Fenlon 

Vanuatu 

Vanuatu Police Force Capacity Building 

$2,200 (E) Costs met 

(Superintendent) 

Project – providing specialist law 

by Uniquest. 

enforcement advisors to the Vanuatu 

Police Force 

D Carey 

Papua New 

Accompany Premier Beattie on his visit 



Guinea 

to Papua New Guinea. 

by Premier’s Dept. 

S Akhavan 


K Donohue 

New Zealand 

Extradition of suspect in relation to a 

$3,567 (A) 


fatal traffic accident. 

S Massingham 

(Sergeant) 

C Weatherley 

India, United 

To provide close personal protection to 

$14,054 (A) – All costs 


Arab 

the Premier of Queensland during 

met by Dept of Premier 

Constable) 

Emirates, 

business mission. 

& Cabinet. 

Qatar, 

S Akhavan 

Singapore 

$13,340 (A) – All costs 


met by Dept of Premier 

Constable) 

& Cabinet. 



and Position 

Destination 


Agency Cost 


Estimate (E)] 




Estimate (E)] 

R Kane 

New Zealand 

To provide the Staff Safety and Tactical 

$275 (A) 

$500 (E) - Cost of 

(Sergeant) 

Training Unit of the New Zealand Police 

airfares met by NZ 

with a demonstration of the 

Police. 

Queensland Police Service Firearms 

and Officer Safety Training. 

P Clarke 

Philippines 

Member of an Australian multi- 

$4,500 (E) - All costs 

(Sergeant) 

jurisdictional training team to instruct 

met from Federal 

the Philippines National Police in 

Government Defence 

negotiation skills. 

Cooperation Program 

funds. 

KRach 

New Zealand 

To attend, as a keynote speaker, the 

$3,400 (E) – 

(Senior Sergeant) 

New Zealand Disaster Victim 

All costs met by NZ 

Identification Course at the Royal New 

Police. 

Zealand Police College. 

S Allan 

New Zealand 

To participate in the New Zealand 

$2,270 (A) 

$1,958 (E) - Meals & 


Police Special Tactics Group Sniper 

accommodation costs 

Concentration 2003. 

met by NZ Police. 

G Upson 

$2,270 (A) 

$1,958 (E) - Meals and 



met by NZ Police. 

E Lines 

USA 

To undertake recurrent training on 

$17,784 (A) 

(Pilot) 

Beechcraft Super King Air aircraft. 

G Peachey 

$17,510 (A) 

(Pilot) 

J McCrae 

The 

To attend the Europol Training Course 

$536(A) 

$9,808 (A) – Airfares, 


Netherlands 

on Combating Illicit Synthetic Drug 

meals & 

Sergeant) 

Laboratories. 


met by Australian 

Federal Police. 

M Kelly 

USA 

To provide protective security for 

$20,864 (A) – All 


Premier of Queensland and Official 

costs met by Dept of 

Constable) 

Trade Delegation. 

Premier & Cabinet. 


81

Legislation 

The following legislation was administered by the Department of Police in 2002–03: 

National Crime Authority (State Provisions) Act 1985 

Police Powers and Responsibilities Act 2000 

Police Service Administration Act 1990 

Prostitution Act 1999 

Public Safety Preservation Act 1986 

Queensland Police Welfare Club Act 1970 

Suppression of Gambling Act 1895 

Vagrants, Gaming and Other Offences Act 1931 

Weapons Act 1990 

Working in partnership with youth and the community. 


financial 

highlights 

Key Financial Data 

Statement of Financial Performance 2002–03 

($000) 

Total Revenue 933,608 

Total Expenses 936,834 

Increase in Net Assets 47,953 

The change in net assets is largely due to an increase in the valuation reserve for the Service’s land and buildings. 

Statement of Financial Performance 2002–03 

($000) 

Total Assets 786,230 

Total Liabilities 127,881 

Equity 658,350 

In 2002–03, the Service delivered its departmental outputs at a cost of approximately $936.8 million. The cost of 

the Corporate Support output is proportionally spread, for the purposes of determining the cost of each deliverable. 

250000 

200000 

150000 

100000 

50000 

0 

$203,891M 

$201,018M 

$224,507M 

$117,910M 

$163,847M 

$25,662M 

Proactive 

problemoriented 

policing 

Crime 

detection, 

investigation 

and 

prosecution 

Combating 

major and 

organised 

crime 

Preservation 

of 

purlic safety 

Traffic policing. 

speed 

management 

and camera 

operations 

Ethical 

standards 

and public 

accountability 


83

The Service is funded primarily by appropriation from Government. User charges represent 1.6% of total revenue 

and include payment for special services provided by police ($8.4 million), fees for access to the Service’s 

information ($1.1 million) and the sale of other goods and services ($5.2 million). 

Employee expenses remain the major cost of the Service, comprising 78.5% of the Service’s total expenses from 

ordinary activities. This expense item has increased 7% from the previous year, as a result of the increasing 

number of police employed and salary increases. 

For the financial year 2002–03 the Service has reported a small deficit, which was principally due to the loss on 

sale of the Service’s motor vehicles. This deficit represents less than 0.4% of the Service’s total revenue. 

The Government continued to invest in the Service’s infrastructure, and there was an increase of approximately 

$57 million in non-current assets. 

The Queensland Police Service has confirmed with Queensland Treasury that the Service’s financial performance 

result is measured at the GFS level on the Statement of Financial Performance. For the 2002–03 financial year the 

Service enjoyed a relatively successful year by achieving a minor deficit of $3.227M. 

The $3.227M deficit at Australian Accounting Standard level is arrived at through the inclusion of some factors 

which are beyond the control of the Service. These include but are not limited to Gains and Revaluations of Assets, 

Assets written off and Loss on Disposal of Assets. 

Financial Statements 

The Service’s Annual Financial Statements are included in this Annual Report and describe the financial position 

of the Service as at 30 June 2003. 

While the Service maintains a much broader range of financial information to support its various management 

functions, the four statements included in this report provide a summary of the Service’s overall financial position 

and performance. 

Statement of Financial Performance 

The Statement of Financial Performance matches revenue against expenses. 

Statement of Financial Position 

The Statement of Financial Position matches assets against liabilities and provides a measure of equity. 

Cash Flow Statement 

The Cash Flow Statement provides a record of cash entering and leaving the Service’s accounts during the 2002-03 

financial year. 

Statement of Outputs/Major Activities 

The Statement of Outputs/Major Activities is completed in line with the Managing for Outcomes framework. The 

Statement of Outputs/Major Activities describes the allocation of expenses and revenues across the Service’s first 

six outputs. The outputs describe the core policing services purchased each year by the Government and totals 

can be reconciled to the Service’s Statements of Financial Performance and Position. 

A number of notes are included with the Service’s Annual Financial Statements to comply with legislative and 

regulatory obligations and to assist in the interpretation of the Statements. The Statements should be read in 

conjunction with the relevant notes. 


Department of Police 

Statement of Financial Performance Notes 2003 2002 

for the year ended 30 June 2003 $000 $000 

________________________________________________________________________________________________________ 

Revenues from ordinary activities 

Output revenue 1 900,671 828,504 

User charges 2 15,033 12,924 

Grants and other contributions 3 11,999 32,160 

Other 4 5,905 6,856 

Total revenues from ordinary activities 933,608 880,444 

Expenses from ordinary activities 

Employee expenses 5 735,709 686,990 

Supplies and services 6 111,720 115,009 

Equity return expense 7 38,624 35,846 

Depreciation and amortisation 8 35,358 31,817 

Grants and subsidies 9 836 884 

Other 10 13,378 12,145 

Total expenses from ordinary activities 935,624 882,691 

excluding borrowing costs 

Borrowing costs 11 1,210 81 

Net surplus (deficit) (3,227) (2,328) 

Non-Owner transaction changes in equity 

Net increase (decrease) in asset revaluation reserve 22 32,826 7,660 

Net amount of each revenue, expense, valuation or 

other adjustment not disclosed above recognised 

as a direct adjustment to equity 22 1,256 (5,941) 

Total revenues, expenses and valuation 

adjustments recognised directly in equity 22 34,082 1,719 

Total changes in equity other than those 

resulting from transactions with owners 

as owners 22 30,855 (609) 

The accompanying notes form part of these statements. 


85


Statement of Financial Position Notes 2003 2002 

At 30 June 2003 $000 $000 

________________________________________________________________________________________________________ 

Current assets 

Cash assets 12 10,317 9,436 

Receivables 13 10,651 10,831 

Inventories 14 2,897 2,779 

Other 15 6,130 5,116 

Total current assets 29,996 28,162 

Non-current asset 

Intangibles 16 12,657 8,757 

Property, plant and equipment 17 743,577 690,877 

Total non-current assets 756,234 699,634 

Total assets 786,230 727,796 

Current liabilities 

Payables 18 33,552 32,982 

Interest-bearing liabilities 19 232 1,039 

Provisions 20 72,076 68,673 

Other 21 1,236 1,091 

Total current liabilities 107,096 103,785 

Non-current liabilities 

Interest-bearing liabilities 19 20,785 13,614 

Total non-current liabilities 20,785 13,614 

Total liabilities 127,881 117,399 

Net assets (liabilities) 658,350 610,397 

Equity 22 

Contributed equity 177,362 160,265 

Retained surpluses 403,073 405,043 

Reserves: 

- Asset revaluation reserve 77,915 45,089 

Total equity 658,350 610,397 




Statement of Cash Flow Notes 2003 2002 

for the year ended 30 June 2003 $000 $000 

________________________________________________________________________________________________________ 

Cash flows from operating activities 

Inflows: 

Output receipts 901,659 827,155 

User charges 14,946 12,802 

Grants and other contributions 4,518 22,773 

GST input tax credits 20,294 20,166 

Interest receipts 455 695 

Other 4,755 5,022 

Outflows: 

Employee expenses 731,285 682,190 

Supplies and services 107,789 104,330 

Grants and subsidies 884 786 

Borrowing costs 1,175 72 

Equity return expense 38,955 35,515 

Insurance premiums 2,860 1,913 

GST remitted to ATO 20,078 19,514 

Other 7,104 7,142 

Net cash provided by (used in) operating 23 36,497 37,151 

activities 

Cash flows from investing activities 

Inflows: 

Sales of property, plant and equipment 25,164 25,880 

Outflows: 

Payments for property, plant and equipment 78,634 88,068 

Payments for intangibles 5,607 4,233 

Net cash provided by (used in) investing activities (59,077) (66,421) 

Cash flows from financing activities 

Inflows: 

Borrowings 8,000 14,653 

Equity injections 17,097 20,226 

Outflows: 

Borrowing redemptions 1,636 - 

Net cash provided by (used in) financing activities 23,461 34,879 

Net increase (decrease) in cash held 881 5,609 

Cash at beginning of financial year 9,436 3,827 

Cash at end of financial year 12 10,317 9,436 

Non-cash financing and investing activities 24 130 73 



87


Statement of Financial Performance by Outputs / Major Activities 

for the year ended 30 June 2003 

________________________________________________________________________________________________________ 

Proactive Crime detection, Combating major and 

problem-oriented investigation organised crime 

policing 

and prosecution 

2003 2002 2003 2002 2003 2002 

$000 $000 $000 $000 $000 $000 

________________________________________________________________ 


Output revenue 195,264 180,245 193,324 186,628 215,908 195,585 

User charges 3,223 2,860 3,418 3,067 3,783 3,163 

Grants and other contributions 3,280 7,351 2,353 6,912 2,668 7,659 

Other 1,424 1,549 1,230 1,520 1,374 1,616 

Total revenues from ordinary activities 203,191 192,005 200,325 198,127 223,733 208,023 


Revaluation decrement - - - - - - 

Employee expenses 161,014 150,446 158,043 154,602 176,613 162,804 

Supplies and services 23,592 24,495 24,090 26,166 26,816 26,971 

Equity return expense 8,374 7,799 8,290 8,075 9,259 8,462 

Depreciation and amortisation 7,473 6,766 7,410 6,934 8,268 7,309 

Grants and subsidies 353 357 135 131 148 149 

Other 2,823 2,631 2,790 2,726 3,113 2,857 

Total expenses from ordinary activities 

excluding borrowing costs 203,629 192,494 200,758 198,634 224,217 208,552 

Borrowing costs expense 262 17 260 18 290 19 

Net Surplus (Deficit) (700) (506) (693) (525) (774) (548) 

Non-owner transaction changes in equity 

Net increase (decrease) in asset revaluation reserve 7,711 1,619 7,076 1,755 7,942 1,795 


other adjustment not disclosed above recognised as 

a direct adjustment to equity 295 (1,292) 271 (1,338) 304 (1,403) 

Total revenues, expenses and valuation adjustments 

recognised directly in equity 8,006 327 7,347 417 8,246 392 

Total changes in equity other than those resulting 

from transactions with owners as owners 7,306 (179) 6,654 (108) 7,472 (156) 






________________________________________________________________________________________________________ 

Preservation of Traffic policing, Ethical standards 

public safety speed management and public 

and camera operations accountability 


$000 $000 $000 $000 $000 $000 

________________________________________________________________ 


Output revenue 113,521 102,200 157,868 141,281 24,786 22,565 

User charges 1,778 1,558 2,482 2,141 349 135 

Grants and other contributions 1,483 4,029 1,921 5,524 294 685 

Other 722 890 1,011 1,169 144 112 

Total revenues from ordinary activities 117,504 108,677 163,282 150,115 25,573 23,497 


Revaluation decrement - - - - - - 

Employee expenses 92,434 84,888 127,387 115,603 20,218 18,647 

Supplies and services 14,218 14,193 19,832 20,260 3,172 2,924 

Equity return expense 4,868 4,422 6,770 6,112 1,063 976 

Depreciation and amortisation 4,393 3,871 6,954 6,113 860 824 

Grants and subsidies 77 136 107 108 16 3 

Other 1,767 1,443 2,585 2,303 300 186 


excluding borrowing costs 117,757 108,953 163,635 150,499 25,629 23,560 

Borrowing costs expense 153 10 212 14 33 2 

Net Surplus (Deficit) (406) (286) (565) (398) (89) (65) 


Net increase (decrease) in asset revaluation reserve 4,172 935 5,776 1,296 149 260 



a direct adjustment to equity 159 (733) 221 (1,013) 6 (162) 


recognised directly in equity 4,331 202 5,997 283 155 98 


from transactions with owners as owners 3,925 (84) 5,432 (115) 66 33 



89




_______________________________________________________________________________________________________ 

Total 

2003 2002 

$000 $000 

_____________________ 


Output revenue 900,671 828,504 

User charges 15,033 12,924 

Grants and other contributions 11,999 32,160 

Other 5,905 6,856 

Total revenues from ordinary activities 933,608 880,444 


Revaluation decrement - - 

Employee expenses 735,709 686,990 

Supplies and services 111,720 115,009 


Depreciation and amortisation 35,358 31,817 


Other 13,378 12,146 


excluding borrowing costs 935,625 882,692 

Borrowing costs expense 1,210 80 

Net Surplus (Deficit) (3,227) (2,328) 


Net increase (decrease) in asset revaluation reserve 32,826 7,660 



a direct adjustment to equity 1,256 (5,941) 


recognised directly in equity 34,082 1,719 


from transactions with owners as owners 30,855 (609) 




Notes to and forming part of the Financial Statements 2003 

________________________________________________________________________________________________________ 

Objectives of the Department 

The objective of the Department of Police is to serve the people of Queensland by protecting life and property, preserving 

peace and safety, preventing crime and upholding the law in a manner which has regard for the public good and the 

rights of the individual. 

The Department is funded for the outputs it delivers principally by parliamentary appropriations. Although, it also 

provides the following on a fee for services basis: 

- heavy vehicle road escorts; 

- traffic supervision at road works; and 

- security services at large sporting events. 

Summary of Significant Accounting Policies 

(a) 

Basis of Accounting 

This financial report is a general purpose financial report that has been prepared in accordance with applicable Australian 

Accounting Standards (principally AAS 29 Financial Reporting by Government Departments), the Treasurer’s Financial 

Reporting Requirements for the year ending 30 June 2003, and other authoritative pronouncements. 

Except where stated, the historical cost convention is used. 

The accounting policies adopted by the department are materially consistent with those for the previous year except in 

relation to Provisions for Employee Benefits. Refer to Note (aa). 

(b) 

The Reporting Entity 

The financial statements include the value of all revenues, expenses, assets, liabilities, and equities of the department. 

The outputs/major activities undertaken by the department are disclosed in paragraph (u). Refer also Note 27. 

(c) 

Administered Transactions and Balances 

The department administers, but does not control, certain resources on behalf of the Government. In doing so, it has 

responsibility and is accountable for administering related transactions and items, but does not have the discretion to 

deploy the resources for the achievement of the department’s objectives. 

Administered transactions and balances are disclosed in Note 29. These transactions and balances are not significant in 

comparison to the department's overall financial performance/ financial position. 

(d) 

Trust and Agency Transactions 

The department undertakes certain trustee transactions and maintains related balances on behalf of various parties and 

also performs certain agency transactions. 

As the department acts only in a custodial role in respect of these transactions and balances, they are not recognised in 

the financial statements, but are disclosed in Notes 30 and 31 respectively. Applicable audit arrangements also are 

shown. 


91


Notes to and forming part of the Financial Statements 2003 Cont’d 

________________________________________________________________________________________________________ 

(e) 

User Charges, Taxes, Fees and Fines 

User charges and fees controlled by the department are recognised as revenues when invoices for the related services are 

issued. User charges and fees are controlled by the department where they can be deployed for the achievement of 

departmental objectives. 

Taxes, fees and fines collected, but not controlled, by the department are reported as administered revenue. Refer Note 29. 

(f) 

Grants and other Contributions 

Grants, donations and gifts that are non-reciprocal in nature are recognised as revenue in the year in which the 

department obtains control over them. 

Where grants are received that are reciprocal in nature, revenue is accrued over the term of the funding arrangements. 

Contributed assets are recognised at their fair value. Contributions of services are recognised only when a fair value can 

be determined reliably and the services would be purchased if they had not been donated. 

(g) 

Output Revenue/Administered Revenue 

Appropriations provided under the Annual Appropriation Act are recognised as revenue when received. Appropriations 

receivable and unearned appropriation revenue are recognised at 30 June as approved by Queensland Treasury. 

Amounts appropriated to the department for transfer to other entities in accordance with legislative or other requirements 

are reported as 'administered' revenues. 

(h) 

Cash Assets 

For the purposes of the Statement of Financial Position and the Statement of Cash Flows, cash assets include all cash and 

cheques receipted but not banked at 30 June as well as deposits at call with financial institutions. It also includes 

investments with short periods to maturity that are convertible readily to cash on hand at the department’s option and 

that are subject to a low risk of changes in value. 

(i) 

Receivables 

Trade debtors are recognised at the nominal amounts due at the time of sale or service delivery. Settlement on these 

amounts is required within 30 days from invoice date. 

The collectability of receivables is assessed periodically with provision being made for doubtful debts. All known bad 

debts were written-off as at 30 June. 

Other debtors generally arise from transactions outside the usual operating activities of the department and are 

recognised at their assessed values. 

(j) 

Inventories 

Inventories are valued at the lower of cost and net realisable value. 

Cost is assigned on a weighted average basis and includes expenditure incurred in acquiring the inventories and bringing 

them to their existing condition. 

Net realisable value is determined on the basis of the department’s normal selling pattern. 




________________________________________________________________________________________________________ 

(k) 

Acquisitions of Assets 

Actual cost is used for the initial recording of all asset acquisitions. Cost is determined as the value given as 

consideration plus costs incidental to the acquisition, including all other costs incurred in getting the assets ready for use, 

including architects' fees and engineering design fees. 

Where assets are received free of charge from another Queensland department (whether as a result of a machinery-of- 

Government or other involuntary transfer), the acquisition cost is recognised as the gross carrying amount in the books of 

the transferor immediately prior to the transfer together with any accumulated depreciation. 

Assets acquired at no cost or for nominal consideration, other than from an involuntary transfer from another Queensland 

department, are recognised at their fair value at date of acquisition in accordance with AAS 21 – Acquisitions of Assets. 

(l) 

Property, Plant and Equipment 

All items of property, plant and equipment, except intangibles, with a cost or other value in excess of $1,000 are 

recognised for financial reporting purposes in the year of acquisition. 

Items with a lesser value are expensed in the year of acquisition. 

(m) 

Amortisation and Depreciation of Intangibles, Property, Plant and Equipment 

Land is not depreciated as it has an unlimited useful life. 

Property, plant and equipment is depreciated on a straight-line basis so as to allocate the net cost or revalued amount of 

each asset, less its estimated residual value, progressively over its estimated useful life to the department. 

Assets under construction (work-in-progress) are not depreciated until they reach service delivery capacity. 

Where assets have separately identifiable components that are subject to regular replacement, these components are 

assigned useful lives distinct from the asset to which they relate and are depreciated accordingly. 

Any expenditure that increases the originally assessed capacity or service potential of an asset is capitalised and the new 

depreciable amount is depreciated over the remaining useful life of the asset to the department. 

The depreciable amount of improvements to or on leasehold land is allocated progressively over the estimated useful 

lives of the improvements to the department or the unexpired period of the lease, whichever is the shorter. The unexpired 

period of leases includes any option period where exercise of the option is probable. 

Items comprising the department's technical library are expensed on acquistion. 


93



________________________________________________________________________________________________________ 

(m) 

Amortisation and Depreciation of Intangibles, Property, Plant and Equipment 

continued 

For each class of depreciable asset the following depreciation/amortisation rates were used: 

Class 

Rate 

% 

Buildings 1.5 

Leasehold improvements 10 

Aircraft 12.3 

Computer equipment 25 

Motor vehicles 62.6 

Vessels 18 

Plant and equipment 11.2 

Office equipment 8.1 

Radio equipment 12.9 

Intangibles 

Rate 

% 

Internal use software 20 

(n) 

Revaluations of Non-Current Physical Assets 

Land and buildings assets are measured at fair value in accordance with AASB 1041 Revaluation of Non-Current Assets 

and Queensland Treasury’s Non-Current Asset Accounting Guidelines for the Queensland Public Sector. 

All other non-current assets, principally plant and equipment and intangibles, are measured at cost. 

Non-current physical assets measured at fair value are comprehensively revalued at least once every five years with 

interim valuations, using appropriate indices, being otherwise performed on an annual basis where there has been a 

material variation in the index. 

The department commenced a five year program of progressive comprehensive revaluation of land and buildings during 

2001-2002, which is being carried out by the Department of Natural Resources and Mines. 

Only those assets, the total values of which are material, compared to the value of the class of assets to which they 

belong, are comprehensively revalued. 

Separately identified components of assets are measured on the same basis as the assets to which they relate. 

(o) 

Leases 

A distinction is made in the financial statements between finance leases that effectively transfer from the lessor to the 

lessee substantially all risks and benefits incidental to ownership, and operating leases, under which the lessor retains 

substantially all risks and benefits. 

There were no finance leases held by the department as at 30 June 2003. 

Operating lease payments are representative of the pattern of benefits derived from the leased assets and are expensed 

in the periods in which they are incurred. 

Incentives received on entering into operating leases are recognised as liabilities. Lease payments are allocated between 

rental expense and reduction of the liability. 




________________________________________________________________________________________________________ 

(p) 

Intangibles 

Intangible assets with a cost or other value greater than $50,000 are recognised in the financial statements, items with a 

lesser value being expensed. Each intangible asset is amortised over its estimated useful life to the department, less any 

anticipated residual value. 

Internal Use Software 

Costs associated with the development of computer software have been capitalised and are amortised on a straight-line 

basis over the period of expected benefit to the department, namely 5 years. 

(q) 

Payables 

Trade creditors are recognised upon receipt of the goods or services ordered and are measured at the agreed 

purchase/contract price, gross of applicable trade and other discounts. Amounts owing are unsecured and are generally 

settled on 30 day terms. 

(r) 

Interest-Bearing Liabilities 

Loans payable are recognised at the face value of the principal outstanding, interest being expensed or otherwise 

recognised as it accrues. The fair value of these loans is disclosed in Note 28. 

(s) 

Employee Benefits 

Wages, Salaries, Annual Leave and Sick Leave 

Wages, salaries and annual leave due but unpaid at reporting date are recognised in the Statement of Financial Position 

at the remuneration rates expected to apply at the time of settlement and include related on-costs such as payroll tax, 

WorkCover premiums, long service leave levies and employer superannuation contributions. 

Prior history indicates that on average, sick leave taken each reporting period is less than the entitlement accrued. This is 

expected to recur in future periods. Accordingly, it is unlikely that existing accumulated entitlements will be used by 

employees and no liability for unused sick leave entitlements is recognised. 

As sick leave is non-vesting, an expense is recognised for this leave as it is taken. 

Long Service Leave 

Under the Queensland Government’s long service leave scheme, a levy is made on the department to cover this expense. 

Amounts paid to employees for long service leave are claimed from the scheme as and when leave is taken. 

No provision for long service leave is recognised in the financial statements, the liability being held on a whole-of- 

Government basis and reported in the financial report prepared pursuant to AAS 31 – Financial Reporting by Governments. 

Superannuation 

Employer superannuation contributions are paid to QSuper, the superannuation plan for Queensland Government 

employees, at rates determined by the State Actuary. 

No liability is recognised for accruing superannuation benefits in these financial statements, the liability being held on a 

whole-of-Government basis and reported in the financial report prepared pursuant to AAS 31 - Financial Reporting by 

Governments. 


95



________________________________________________________________________________________________________ 

(t) 

Allocation of Revenues and Expenses from Ordinary Activities to Corporate Services 

The department does not allocate revenues and expenses from ordinary acivities to corporate services. 

The department allocates the revenues and expenses of regions and commands to outputs/major activities based on a 

state-wide activity survey. All revenues and expenses categorised as direct costs are fully applied to the relevant output/major 

activity. Overhead revenues and expenses, including those for corporate services,are then allocated to outputs/major 

activities based on the survey results. Expenses and revenues relating to corporate services are not separately identified. 

Allocation of revenues and expenses to corporate services is not disclosed in the department's Ministerial Portfolio 

Statements. 

(u) 

Outputs/Major Activities of the Department 

The identity and purpose of the outputs/major activities undertaken by the department during the year are as follows: 

· General Duty – Proactive, Problem-Oriented Policing 

This output places an increasing emphasis on the importance of addressing the causes of crime – not just the symptoms. 

Strategies for addressing the causes of crime are multifaceted, frequently involving the community both in their 

development and implementation. 

· General Duty – Crime Detection, Investigation and Prosecution 

This output involves effectively managing and responding to calls for service from the community through the allocation of 

human resources and the provision of supporting infrastructure, operational equipment and training necessary for general 

duties policing. 

· Preservation of Public Safety 

The preservation of public safety during civil disturbance or crisis and special events is a key responsibility of the 

Queensland Police Service. The provision of effective policing responses minimises the risks to personal and public 

safety and contributes to the development of safer, more supportive communities. 

· Combating Major and Organised Crime 

This output involves the more detailed investigations of offences or groups of offences by specialists in criminal 

investigation. 

· Traffic Policing, Speed Management and Camera Operations 

This output covers the regulation and control of traffic in Queensland with the aim of improving the safety of all road users. 

· Ethical Standards and Public Accountability 

This output addresses the Queensland Police Service’s obligation to ensure that services are provided in an ethical and 

accountable manner by minimising the risk of corruption and maintaining the highest standards. 

Future changes under Shared Services Initiative 

From 1 July 2003, certain corporate support services currently resourced internally by the department will be outsourced to 

the Department of Justice and Attorney-General under a shared service provider arrangement. As part of this new 

arrangement, a number of this department's staff and resources will be transferred in 2003-04 to the Department of 

Justice and Attorney-General. Details of the financial effect of these transfers will be reported in the 2003-04 financial year 

statements. 




________________________________________________________________________________________________________ 

(v) 

Insurance 

The department’s non-current physical assets and other risks are largely insured through the Queensland Government 

Insurance Fund, premiums being paid on a risk assessment basis. The department has privately insured its motor 

vehicles and its pilots. 

In addition, the department pays premiums to Workcover Queensland in respect of its obligations for employee compensation. 

(w) 

Rounding and Comparatives 

Amounts included in the financial statements have been rounded to the nearest $1,000 or, where that amount is $500 or 

less, to zero. 

Comparative information has been restated where necessary to be consistent with disclosures in the current reporting period. 

(x) 

Services Received Free of Charge or for Nominal Value 

Contributions of services are recognised only if the services would have been purchased if they had not been donated and 

their fair value can be measured reliably. Where this is the case, an equal amount is recognised as revenue and as an 

expense. 

(y) 

Borrowing Costs 

Borrowing costs are recognised as expenses in the period in which they are incurred, except where they are included in 

the costs of qualifying assets. 

The capitalisation rate used to determine borrowing costs is the weighted average interest rate applicable to the 

department's outstanding borrowings, 5.73% (2002: 6.34%). 

Borrowing costs include: 

- Interest on bank overdrafts and short-term and long-term borrowings; 

- Amortisation of discounts or premiums relating to borrowings; and 

- Ancillary administration charges. 

(z) 

Taxation 

The department is a State body as defined under the Income Tax Assessment Act 1936 and is exempt from 

Commonwealth taxation with the exception of Fringe Benefits Tax and Goods and Services Tax (GST). As such, GST credits 

receivable from/payable to the ATO are recognised and accrued. 

(aa) 

Change in Accounting Policy 

(1) In accordance with the Queensland Treasury's Financial Reporting Requirements for Government Departments for the 

financial year ending 30 June 2003, the department recorded wages, salaries and annual leave due but unpaid in the 

Statement of Financial Position at the remuneration rates expected to apply at the time of settlement as required by 

AASB1028 from 1 July 2002. 

The initial increase in the provision for annual leave as at 30 June 2003 of $2.000 million to report on this basis has been 

treated as an adjustment against equity. Future changes in the provision will be recorded in the Statement of Financial 

Performance. 


97

Department of Police 2003 2002 

Notes to and forming part of the Financial Statements 2003 Cont’d $000 $000 

________________________________________________________________________________________________________ 

1. Reconciliation of Payments from Consolidated 

Fund to Output Revenue Recognised in 

Statement of Financial Performance 

Budgeted output appropriation 890,012 833,297 

Transfers from/to other headings 11,647 (6,142) 

Total output receipts 901,659 827,155 

Less: Opening balance of output revenue receivable (1,349) - 

Plus: Closing balance of output revenue receivable 361 1,349 

Output revenue recognised in Statement 

of Financial Performance 900,671 828,504 

Reconciliation of Payments from Consolidated 

Fund to Equity Adjustment Recognised in 

Contributed Equity (Note 22) 

Budgeted equity adjustment appropriation 34,202 937 

Transfers from/to other headings (11,647) 6,142 

Lapsed equity adjustment (5,458) - 

Supplementary appropriations# - 13,149 

Total equity adjustment receipts 17,097 20,228 

Less: Opening balance of equity adjustment receivable - (8,000) 

Plus: Closing balance of equity adjustment receivable - - 

17,097 12,228 

Plus: Opening balance of equity withdrawal payable - - 

Less: Closing balance of equity withdrawal payable - - 

Equity adjustment recognised in Contributed Equity 17,097 12,228 

(Note 22) 

# Supplementary includes additional transfers from operating to equity. 

2. User Charges 

Special services 8,416 8,128 

Traffic incident reporting system 1,125 1,010 

Rental of government property 305 306 

Sale of other goods and services 5,187 3,480 

Total 15,033 12,924 

3. Grants and Other Contributions 

Grants* 3,883 23,177 

Services received at below fair value 7,995 8,972 

Industry contributions 121 11 

Total 11,999 32,160 

* Included in grants are contributions of ($0.688M) for the National Campaign against Drug Abuse, and ($0.474M) for the 

Community Housing Renewal Project. 




________________________________________________________________________________________________________ 

4. Other Revenues 

Taxes, fees and fines 98 72 

Interest 458 588 

Salary related and other reimbursements 4,405 4,049 

Gain on sale of property, plant and equipment 627 1,384 

Sale of plant and equipment (non-assets) 316 6 

Assets not previously recognised - 757 

Total 5,905 6,856 

5. Employee Expenses/Number of Employees/Chief Executive's Remuneration 

Employee Expenses 

Wages and salaries 593,418 557,862 

Employer superannuation contributions 81,503 74,953 

Long service leave levy 8,925 8,348 

Payroll tax 32,538 30,646 

Workers compensation premium 16,735 13,723 

Other 1,861 1,458 

Voluntary redundancy payments 728 - 

Total 735,709 686,990 

Number of Employees 

The number of employees includes both full-time employees and part-time 

employees measured on a full-time equivalent basis. 11,621 11,510 

Chief Executive's Remuneration 

Level: CEO3 Min. $193,866 Max. $210,420 

The Chief Executive is not eligible for a performance bonus as this was removed from the employment 

contract upon request from the CEO. 

The superannuable salary does not include industry and like allowances, leave loading and fringe benefits 

such as private use of a motor vehicle and employer superannuation contributions. 

6. Supplies and Services 

Consultants and contractors 3,347 3,419 

Materials 26,148 24,899 

Repairs and maintenance 23,046 24,528 

Transfer costs 5,129 4,280 

Travel 6,643 10,966 

Communications 18,855 18,870 

Accommodation and public utilities 8,480 8,388 

Resources received below fair value 6,602 7,457 

Contributions to national/state agencies 2,814 1,895 

Training fees - courses/membership 1,057 1,238 

Other 9,599 9,069 

Total 111,720 115,009 


99



________________________________________________________________________________________________________ 

7. Equity Return Expense 


Total 38,624 35,846 

The Queensland Government has set an equity return rate of 6% for 2002-03. 

This represents the opportunity cost of capital invested in the net assets of the department. 

8. Depreciation and Amortisation 

Depreciation and amortisation incurred in respect of: 

Buildings 9,466 7,815 

Aircraft 1,066 1,139 

Vessels 896 837 

Computing equipment 7,919 6,247 

Motor vehicles 4,691 5,388 

Plant and equipment (general) 2,781 2,527 

Radio equipment 4,327 4,063 

Office equipment 1,314 1,713 

Leasehold improvements 1,030 783 

Internal use software 1,869 1,305 

Total 35,358 31,817 

9. Grants and Subsidies 

Queensland Police-Citizens' Youth Welfare Association 437 320 

Queensland Blue Light Association Inc. 25 64 

Community policing grant - various local authorities 202 259 

Policing grants - various community groups 172 241 

Total 836 884 

10. Other Expenses 

Insurance premiums - QGIF 1,089 942 

Insurance premiums - Other 1,524 984 

External audit fees 182 257 

Property, plant and equipment write-offs and decrement 1,460 720 

Inventory write-offs 84 23 

Bad and doubtful debts 33 37 

Operating lease rentals and rental of premises 5,373 5,451 

Losses from disposal of non-current assets 2,042 1,496 

Special payments: 

- Ex-gratia payments 308 804 

- Spouse payments 188 178 

Other 1,095 1,253 

Total 13,378 12,145 




________________________________________________________________________________________________________ 

11 Borrowing Costs 

Interest 1,190 80 

Administration charges 20 1 

Total 1,210 81 

No borrowing costs were recognised during the period as part of the carrying amount of any 

qualifying assets. 

12. Cash Assets 

Imprest accounts 196 184 

Cash at bank and on hand 10,121 9,252 

Total-Cash Assets 10,317 9,436 

Cash deposited with the Queensland Treasury Corporation earned interest at rates between 4% 

and 4.8% (2002: 4.2% to 4.9%). 

13. Receivables 

Current 

Trade debtors 4,767 4,582 

less: provision for doubtful debts (174) (224) 

4,593 4,358 

GST receivable 3,272 3,569 

GST payable (550) (564) 

Interest receivable 55 52 

Long service leave reimbursements 2,800 2,067 

Advances 120 - 

Appropriation receivable 361 1,349 

Total 10,651 10,831 

14. Inventories 

Current 

Supplies and consumables-at cost 2,897 2,779 

Total 2,897 2,779 

15. Other Current Assets 

Prepayments 3,926 1,829 

Unexpended advances 2,042 3,042 

Other 162 245 

Total 6,130 5,116 


101



________________________________________________________________________________________________________ 

16. Intangibles 

Internal use software (at cost) 11,574 9,947 

less: accumulated amortisation (5,414) (3,545) 

Internal use software work in progress (at cost) 6,497 2,355 

Total 12,657 8,757 

During 2002-2003 the department adopted a standard costing method for allocating overheads to internally 

developed software in order to meet changed circumstances caused by the centralisation of ownership of computer 

assets, which are not necessarily available for use on these projects. In addition a large project team was located in 

rented premises. 

The application of the standard costing method has resulted in capitalisation of overheads of $0.059 million, 

compared to $0.946 million if the original methodology had been used. The resulting reduction in Intangibles is 

recognised as an expense in the Statement of Financial Performance. 

17. Property, Plant and Equipment 

Land: 

At independent valuation 2003 134,437 125,724 

Buildings: 

At independent valuation 2003 646,281 568,975 

Less: Accumulated depreciation (181,839) (155,001) 

464,442 413,974 

Aircraft: 

At cost 22,973 22,904 


18,858 19,854 

Computing equipment: 

At cost 61,382 76,409 


24,207 24,577 

Motor vehicles: 

At cost 56,344 52,150 


49,978 45,849 

Plant and equipment - general: 

At cost 30,450 29,195 


13,889 14,248 

Vessels: 

At cost 12,904 12,698 


7,361 7,702 

Radio equipment: 

At cost 36,242 36,477 


14,669 16,575 




________________________________________________________________________________________________________ 

17. Property, Plant and Equipment continued 

Leasehold improvements: 

At cost 8,630 6,724 


5,837 4,909 

Office equipment: 

At cost 12,334 11,810 


4,830 5,265 

Capital works in progress: 

At cost 5,069 12,201 

Total 743,577 690,877 

Independent Valuations of land and buildings were performed as at 1 July 2002 by the Department of Natural 

Resources and Mines using ‘fair value’ principles in accordance with the department's five year program of 

comprehensive revaluations. 

The valuation of land is based on current market values. The valuation of buildings is based on depreciated current 

replacement cost, unless a market price in an active and liquid market exists. 

Plant and equipment and leasehold improvements are valued at cost in accordance with Queensland Treasury’s Noncurrent 

Assets Accounting Guidelines for the Queensland Public Sector (May 2001). Refer also to Summary of 

Significant Accounting Policies (n). 

The department has assets valued at $36.974 million with a written down value of zero still being used in the 

provision of services: 

$000 No. of 

Class 

Assets 

1. Buildings 317 4 

2. Computer Equipment 22,207 4,703 

3. Leasehold Improvements 450 12 

4. Motor Vehicles 50 8 

5. Office Equipment 2,718 505 

6. Plant and Equipment 6,006 1,856 

7. Radio Equipment 4,769 1,022 

8. Staff Amenities 180 62 

9. Vessels 277 37 

36,974 8,209 

1.There are no plans in place to retire or replace these buildings. 

2. The majority of the computer equipment will be replaced within 12 months. 

3. The original leases have been extended. 

4. There are no specific plans in place to retire or replace these low value assets. 

5. The majority of these assets consist of photocopiers and telephone equipment which will be 

replaced within 12 months. 

6. There are no specific plans in place to retire these assets. 

7. The majority of the Radio Equipment will be retired during 2003-2004. 

8. There are no specific plans in place to retire or replace these low value assets. 

9. The majority of these low value assets will be retired within 12 months. 


103

104 With Honour We Serve 

17. Reconciliation Land Buildings Aircraft Computer Motor Plant and Vessels Radio Leasehold Office Capital Total 

Equipment vehicles equipment equipment improvements equipment works in 

(general) 

progress 

2003 2003 2003 2003 2003 2003 2003 2003 2003 2003 2003 2003 

$000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 

Carrying amount at 1 July 125,724 413,973 19,854 24,577 45,849 14,248 7,702 16,575 4,909 5,265 12,201 690,877 

Acquisitions 780 7,807 69 6,970 34,124 2,368 901 2,462 1,474 944 20,107 78,006 

Assets not previously 

recognised 660 3,193 - 2 20 - - 1 - 14 - 3,890 

Donations received - - - 3 5 103 - 48 - 3 - 162 

Disposals (681) (1,043) - (501) (25,329) (74) (335) (63) (47) (34) (558) (28,665) 

Donations made - - - (1) - - - (33) - (1) - (35) 

Transfers between classes (6) 25,107 - 1,076 - 25 (11) 6 531 (47) (26,681) - 

Revaluation in 

crements / (decrements) 7,960 24,871 - - - - - - - - - 32,831 

Depreciation / Amortisation - (9,466) (1,065) (7,919) (4,691) (2,781) (896) (4,327) (1,030) (1,314) - (33,489) 

Carrying amount at 30 June 134,437 464,442 18,858 24,207 49,978 13,889 7,361 14,669 5,837 4,830 5,069 743,577 



________________________________________________________________________________________________________



________________________________________________________________________________________________________ 

18. Payables 

Current 

Long service leave levy payable 2,333 2,313 

Trade creditors 18,997 19,914 

Other 12,222 10,755 

Total 33,552 32,982 

19. Interest-bearing Liabilities 

Current 

Queensland Treasury Corporation borrowing 232 1,039 

Total 232 1,039 

Non-Current 

Queensland Treasury Corporation borrowing 20,785 13,614 

Total 20,785 13,614 

No assets have been pledged as security for any liabilities 

All borrowings are in $A denominated amounts and recognised at their face value, interest being expensed as it 

accrues. Repayments are due from 15 September 2003 to 15 March 2012. 

Principal and interest repayments are made quarterly in arrears at a rate of 5.73%.The market value of borrowings as 

notified by the Queensland Treasury Corporation was, $21,624,492.68, (2002: $14,639,902.97). This represents the 

value of debt if the department repaid it in full at balance date. 

As it is the intention of the department to hold its borrowings for their full term, no adjustment provision is made in 

these accounts. 

At 30 June 2003, there was no approved recoverable funding from Treasury to be drawn down (2002 : $8.0M). 

The current overdraft interest rate is 7.7% (2002: 8.0%) 

20. Provisions 

Current 

Employee benefits: Annual leave 72,076 68,673 

Total 72,076 68,673 

21. Other Current Liabilities 

Equity return payable - 331 

Unearned revenue 1,236 760 

Total 1,236 1,091 


105



________________________________________________________________________________________________________ 

22. Changes in Equity Retained Surpluses Asset Revaluation Reserve Contributed Equity 


$000 $000 $000 $000 $000 $000 

Balance 1 July 405,043 413,312 45,089 37,429 160,265 148,037 

Net Surplus (3,227) (2,328) - - - - 

Non-Owner changes in equity recognised on the 

face of the Statement of Financial Performance: 

- Increment on revaluation - - 32,831 (5,506) - - 

- Adjustment due to change in AASB 1028 (2,000) - - - - - 

- Correction of error* 3,205 (5,961) - 13,166 - - 

- Sale of revalued assets 5 - (5) - - - 

Transactions with Owners as Owners: 

- Equity injections - - - - 17,097 12,228 

- Net leave liabilities transferred to 

other departments 46 20 - - - - 

Balance 30 June 403,073 405,043 77,915 45,089 177,362 160,265 

Closing Balance of Asset Revaluation Reserve by Class: 2003 2002 

$000 $000 

Vessels 700 700 

Aircraft 4,579 4,579 

Land 20,610 12,666 

Buildings 52,026 27,144 

Total 77,915 45,089 

*Correction of Land and Building Records 

During 2002-2003 a project was commenced to determine the accuracy and completeness of the department's records 

concerning land and buildings. As a result, a number of land and building assets owned by the department, but not previously 

recorded were identified. In addition, land and building assets previously recorded as belonging to the department were 

determined to be owned by another agency. 

The following material corrections were made: 

$000 

1. Land and Buildings incorrectly capitalised in 1996 were removed from the accounts by direct (689) 

adjustment to the Retained Surplus. 

2. Land and Buildings not previously recognised were added to the accounts by direct adjustment 3853 

to the Retained Surplus. 

Further detail is recorded in the Property, Plant and Equipment Reconciliation at note 17. 




________________________________________________________________________________________________________ 

23. Reconciliation of Net Surplus/(Deficit) to Net Cash Provided by Operating Activities 

Net surplus (deficit) (3,227) (2,328) 

Revaluation decrement - 2 

Depreciation expense 32,459 29,730 

Amortisation expense 2,899 2,087 

Assets donated (130) (83) 

Loss on sale of property, plant and equipment 2,006 1,369 

Gain on sale of property, plant and equipment (621) (1,382) 

Bad Debts 33 37 

Inventory write-offs 84 23 

Plant and equipment write-offs 1,457 719 

Assets not previously recognised - (757) 

Change is assets and liabilities: 

(Increase)/decrease in output revenue receivable 988 (1,349) 

(Increase)/decrease in GST input tax credits receivable 216 652 

(Increase)/decrease in LSL reimbursement receivables (732) (3,962) 

(Increase)/decrease in trade receivables (1,089) 3,272 

(Increase)/decrease in inventories (444) 134 

(Increase)/decrease in interest receivable (3) 106 

(Increase)/decrease in prepayments 187 1,800 

Increase/(decrease) in unearned revenue (522) (480) 

Increase/(decrease) in employee provisions 1,403 5,574 

Increase/(decrease) in accounts payable (785) 2,318 

Increase/(decrease) in long service levy payable 20 313 

Increase/(decrease) in accruals 2,298 (644) 

Net cash provided by operating activities 36,497 37,151 


107



________________________________________________________________________________________________________ 

24. Non-Cash Financing Activities 

Assets and liabilities received or donated/transferred by the department and recognised 

as revenues and expenses are set out in Notes 3 and 10 respectively. 130 73 

25. Commitments for Expenditure 

(a) Non-cancellable Operating Lease Commitments 

Commitments under non-cancellable operating leases at reporting date are inclusive 

of anticipated GST and are payable as follows: 

Not later than one year 4,608 3,438 

Later than one year and not later than five years 4,645 4,757 

Later than five years 457 500 

Total 9,710 8,695 

Operating leases are entered into as a means of acquiring access to office accommodation and storage facilities. 

Lease payments are generally fixed, but with inflation escalation clauses on which contingent rentals are determined. 

No renewal or purchase options exist in relation to operating leases and no operating leases contain restrictions on 

financing and other leasing activities. 

(b) Capital Expenditure Commitments 

Material classes of capital expenditure commitments inclusive of anticipated GST, contracted for at reporting date but 

not recognised in the accounts are payable as follows: 

Construction/improvements of police stations, watchhouses and residences 18,987 15,546 

Plant and equipment 7,591 13,610 

Total 26,578 29,156 

Payable: 

Not later than one year 26,468 29,156 

Later than one year and not later than five years 110 - 

Total 26,578 29,156 




________________________________________________________________________________________________________ 

26. Contingencies 

(a) Litigation in process 

At 30 June 2003, the following cases were filed with the respective jurisdiction naming the Queensland Police Service 

as defendant: 

Supreme Court 31 

Magistrates Court 13 

District Court 27 

Total cases 71 

The Department's legal advisors and management believe that it would be misleading to estimate the final amounts 

payable (if any) in respect of this litigation. 

The department also has received notification of a number of other cases that are not yet subject to Court action. 

These cases may or may not result in subsequent litigation. 

(b) Native title claims over departmental land 

At 30 June 2003, 797 native title claims have been made on departmental land but as yet these claims have not been 

determined by the National Native Title Tribunal. 

At reporting date it is not possible to make an estimate of any probable outcome of these claims, or any financial effect. 

27. Controlled Entities 

The Department has no controlled entities 


109



________________________________________________________________________________________________________ 

28. Financial Instruments 

Interest Rate Risk Exposure 

The department's exposure to interest rate risk and the effective interest rates of financial assets and financial liabilities are 

shown in the following table. 

Contractual 

Repricing/ 

Maturity Date: 

Floating 1 Year 1-5 years Greater Non Total Weighted 

Rate or less Than interest Average 

5 Years bearing Rate 

$000 $000 $000 $000 $000 $000 % 

Financial Assets 

Cash 10,121 196 10,317 3.77 

Receivables 10,651 10,651 NA 

10,121 - - - 10,847 20,968 3.77 

Financial Liabilities 

Payables 33,551 33,551 NA 

Interest-bearing liabilities 1,949 8,785 10,306 21,040 5.73 

- 1,949 8,785 10,306 33,551 54,591 5.73 

Floating interest rate represents the most recently administered market rate applicable to the instrument at 30 June 2003. 

Credit Risk Exposure 

The maximum exposure to credit risk at balance date in relation to each class of recognised financial assets is the carrying 

amount of those assets net of any provisions for doubtful debts as indicated in the Statement of Financial Position. 

No significant credit risks have been identified. 

Net Fair Values 

The net fair value is determined as follows: 

The net fair value of cash and cash equivalents and non-interest bearing monetary financial assets and financial liabilities 

approximate their carrying amounts. 

The carrying amounts and estimated net fair values of financial assets and financial liabilities held at balance date are given 

below: 

Financial Instrument Total Carrying Amount Net Fair Value 

2003 2002 2003 2002 

$000 $000 $000 $000 

Financial Assets 

Cash 10,317 9,436 10,317 9,436 

Trade receivables 4,593 4,358 4,593 4,358 

Other receivables 6,058 9,516 6,058 9,516 

Total 20,968 23,310 20,968 23,310 

Financial Liabilities 

Payables 33,551 32,982 33,551 32,982 

Interest-bearing liabilities 21,040 14,660 21,040 14,660 

Total 54,591 47,642 54,591 47,642 




________________________________________________________________________________________________________ 

29. Schedule of Administered Items* 

Administered Revenues 

Taxes, fees and fines 4,590 1,726 

Administered item revenue 755 871 

Other 610 565 

Total 5,955 3,162 

Administered Expenses 

Supplies and Services 168 222 


Total 923 1,093 

Administered Assets 

Current 

Cash 1,678 1,574 

Receivables - 1 

Total 1,678 1,575 

Administered Liabilities 

Current 

Payables 397 143 

Other 36 19 

Total 433 162 

Transfers to Government of taxes, fees and fines and interest 5,200 2,275 

* The department has only one output for Administered. 


111



________________________________________________________________________________________________________ 

30. Trust Transactions and Balances 

As the department performs only a custodial role in respect of these transactions and balances, they are neither 

controlled nor administered by it and accordingly, are not recognised in the financial statements. They are however, 

disclosed in these notes for the information of users. 

Trust Assets and Liabilities 

Current assets 

Cash 5,083 4,152 

Total 5,083 4,152 

The Queensland Audit Office performed the audit of the department's trust transactions for 2002-03. 

31. Agency Transactions 

The department acts as an agent in the collection and distribution of charges and levies for various public sector 

agencies and local governments. A reconciliation of amounts collected and distributed follows: 

Balance at 1 July 174 145 

Collections during reporting period 4,088 3,979 

Distributions to principals during reporting period (4,174) (3,950) 

Balance at 30 June* 88 174 

* Held in the department's collection account. 

32. Events Occurring after Balance Date 

There were no events occurring after balance date which had a material impact on the information provided in these 

statements. 



Certificate of the Department of Police 


________________________________________________________________________________________________________ 

These general purpose financial statements have been prepared pursuant to section 40(1) of the Financial Administration 

and Audit Act 1977 (the Act), and other prescribed requirements. In accordance with Section 40(3) of the Act we certify 

that in our opinion: 

(a) the prescribed requirements for establishing and keeping the accounts have been complied with in all material 

respects; and 

(b) the statements have been drawn up to present a true and fair view, in accordance with prescribed accounting 

standards, of the transactions of the Department of Police for the financial year ended 30 June 2003 and of the 

financial position of the department at the end of that year. 

J.JUST 

R.ATKINSON 


Commissioner 

11/09/2003 12/09/2003 


113

INDEPENDENT AUDIT REPORT 

To the Accountable Officer of Department of Police 

Matters relating to the electronic presentation of the audited financial statements 

The audit report relates to the financial statements of Department of Police for the financial year ended 30 June 2003 

included on Department of Police’s web site. The Accountable Officer is responsible for the integrity of the Department of 

Police’s web site. The audit report refers only to the financial statements identified below and does not include a review 

of the integrity of this web site or provide an opinion on any other information which may have been hyperlinked to/from 

the financial statements. If users of the financial statements are concerned with the inherent risks arising from electronic 

data communications they are advised to refer to the hard copy of the audited financial statements, available from 

Department of Police, to confirm the information included in the audited financial statements presented on this web site. 

These matters also relate to the presentation of the audited financial statements in other electronic media including CD Rom. 

Scope 

The financial statements 

The financial statements of Department of Police consist of the statement of financial performance, statement of financial 

position, statement of cash flows, notes to and forming part of the financial statements and certificates given by the 

Accountable Officer and officer responsible for the financial administration of Department of Police, for the year ended 

30 June 2003. 

Accountable Officer’s responsibility 

The Accountable Officer is responsible for the preparation and true and fair presentation of the financial statements, the 

maintenance of adequate accounting records and internal controls that are designed to prevent and detect fraud and 

error, and for the accounting policies and accounting estimates inherent in the financial statements. 

Audit approach 

As required by law, an independent audit was conducted in accordance with QAO Auditing Standards to enable me to 

provide an independent opinion whether in all material respects the financial statements present fairly in accordance with 

the prescribed requirements, including any mandatory financial reporting requirements as approved by the Treasurer for 

application in Queensland 

Audit procedures included - 

• examining information on a test/sample basis to provide evidence supporting the amounts and disclosures in the 

financial statements, 

• assessing the appropriateness of the accounting policies and disclosures used and the reasonableness of significant 

accounting estimates made by the Accountable Officer, 

• obtaining written confirmation regarding the material representations made in conjunction with the audit, and 

• reviewing the overall presentation of information in the financial statements. 

Independence 

The Financial Administration and Audit Act 1977 promotes the independence of the Auditor-General and QAO authorised 

auditors. 

The Auditor-General is the auditor of all public sector entities and can only be removed by Parliament. 

The Auditor-General may conduct an audit in any way considered appropriate and is not subject to direction by any person 

about the way in which powers are to be exercised. 

The Auditor-General has for the purposes of conducting an audit, access to all documents and property and can report to 

Parliament matters which in the Auditor-General’s opinion are significant. 

Audit opinion 

In accordance with section 40 of the Financial Administration and Audit Act 1977 - 

(a) I have received all the information and explanations which I have required; and 

(b) in my opinion - 

(i) the prescribed requirements in respect of the establishment and keeping of accounts have been complied 

with in all material respects; and 

(ii) the Statements have been drawn up so as to present a true and fair view, in accordance with the 

prescribed accounting standards of the transactions of the Department of Police for the financial year 1 

July 2002 to 30 June 2003 and of the financial position as at the end of that year. 

V P MANERA, FCPA 

Deputy Auditor-General 

(Delegate of the Auditor-General of Queensland) 

Queensland Audit Office 

Brisbane 


Your Feedback 

The Annual Report has been prepared to provide public information that will clearly describe the 

financial and non-financial performance of the Queensland Police Service in 2002-03 and an outlook of 

our performance in 2003-04. 

We would value your feedback on this report to help us improve the quality of future publications. All 

responses will be treated in confidence. 

If this feedback form cannot be used, a copy can be completed on our website at 

www.police.qld.gov.au. Alternatively, you can write to us at: 

Mailing address: 

Fax number: 

Strategic Development Unit 07 3364 6353 


GPO Box 1440 

Brisbane QLD 4001 

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115

Directory 


Visit us at our web site: www.police.qld.gov.au 

Crime Stoppers 

1800 333 000 (Toll Free) 

Rewards of up to $1,000 are paid for information leading to the arrest of an offender. 

For all LIFE-THREATENING emergencies, dial "000" and ask for POLICE. 

Queensland Police 

Headquarters 

200 Roma Street 

Brisbane Qld 4000 

Tel: (07) 3364 6464 

Fax: (07) 3364 6268 

Postal Address: 

GPO Box 1440 



Headquarters 

17–19 Sheridan Street 

Cairns Qld 4870 

Tel: (07) 4031 2727 

Fax: (07) 4031 5146 


PO Box 7419 

Cairns Qld 4870 

Northern Region Headquarters 

3rd Floor 

Northtown Centre 

Flinders Mall 

Townsville Qld 4810 

Tel: (07) 4726 4666 

Fax: (07) 4726 4613 


PO Box 2293 

Townsville Qld 4810 


Headquarters 

303 Margaret Street 

Toowoomba Qld 4350 

Tel: (07) 4615 3222 

Fax: (07) 4615 3200 


PO Box 1333 

Toowoomba Qld 4350 

South Eastern Region 

Headquarters 

Surfers Paradise Police 

Complex 

68 Ferny Avenue 

Surfers Paradise Qld 4217 

Tel: (07) 5570 7999 

Fax: (07) 5570 7985 


PO Box 561 

Surfers Paradise Qld 4217 


Headquarters 

8th Floor 

Century House 

316 Adelaide Street 


Tel: (07) 3258 2600 

Fax: (07) 3258 2606 


GPO Box 1440 



Headquarters 

Level 2 

Rockhampton Police Complex 

Bolsover Street 

Rockhampton Qld 4700 

Tel: (07) 4932 1400 

Fax: (07) 4932 1465 


PO Box 221 

Rockhampton Qld 4700 


Headquarters 

61 The Esplanade 

Maroochydore Qld 4558 

Tel: (07) 5443 9555 

Fax: (07) 5443 9233 


PO Box 553 

Maroochydore Qld 4558 

Metropolitan South 

Region Headquarters 

1993 Logan Road 

Upper Mt Gravatt Qld 4122 

Tel: (07) 3849 0333 

Fax: (07) 3849 0344 


PO Box 6464 

Upper Mt Gravatt Qld 4122

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