2008 Annual Report - Queensland Police Service - Queensland ...

Our 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. 

Our mission 

Our mission 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. 

Our focus 

To ensure core policing services are delivered 

efficiently and effectively, the Service will 

continue its strong focus on: 

Professionalism 

The Service will maintain professionalism 

through constant reinforcement of ethical 

standards and the principles of integrity, 

fairness, equity, and accountability. 

Performance 

The Service will strive to enhance 

operational performance and services 

provided to support front-line police. 

People 

The Service is committed to providing the 

people of Queensland with an appropriate, 

timely, efficient and effective policing 

response. 

Partnerships 

The Service will continue to develop 

partnerships with the community and other 

stakeholders to address policing problems. 

With honour we serve 1

Commissioner's review 

In presenting this annual report, I wish 

to acknowledge the professionalism and 

commitment of the 14 000 officers 

and staff members of the Queensland 

Police Service (QPS). It is through 

their dedication, integrity and skill 

that we can continue to deliver 

responsive and effective policing 

services throughout Queensland. 

While there are many officers that 

could be singled out, I would like 

to pay particular tribute to Deputy 

Commissioner Dick Conder, who retired 

in December 2007 after 45 years of 

service. As Deputy Chief Executive 

(Operations), Mr Conder was responsible 

for the day to day operations of the 

Service and performed this role in an 

outstanding manner. 

Strengthened senior management 

The retirement of Deputy Commissioner 

Conder provided an opportunity to 

realign the organisational structure 

of the Service, and to appoint an 

additional Deputy Commissioner. The 

workload and range of responsibilities 

for the position of Deputy Commissioner 

had steadily increased to an unrealistic 

level over recent years. 

Kathy Rynders Deputy Commissioner 

(Regional Operations) and Ian Stewart 

Deputy Commissioner (Specialist Operations) were 

subsequently appointed and commenced their roles on 

7 April 2008. 

This new organisational structure has provided strategic 

advantages for the Service. It has been complemented 

by important changes within corporate services 

under the leadership of Paul Brown, Deputy Chief 

Executive (Resource Management). These have included 

enhancements to fleet management, the formation of a 

Strategic Capital Planning Committee and work towards 

the establishment of an Investment Governance Board. 

Community safety and engagement 

Effective disaster relief 

During January and February, officers from the 

Queensland Police Service and other government 

agencies worked effectively together to assist Queensland 

communities overcome severe flooding. From 

Cunnamulla, Charleville, Longreach, Emerald, Gympie, 

Boonah, Beaudesert, Gold Coast, to Rockhampton and 

Mackay, officers assisted residents with their evacuation 

plans and patrolled the streets, while also working closely 

with other services of the Queensland Government. 

A strong disaster management system is critical in a 

state like Queensland. 

2 With honour we serve 

Commissioner's review

Strengthened event management 

The QPS needs to continually develop a range of 

innovative policing strategies to address the challenges 

and opportunities presented by Queensland’s growing 

complexity and diversity. 

The launch of our first mobile police facility in April 

is one such strategy. A further three vehicles are to 

be fitted out as mobile police facilities later this year. 

These vehicles will be used during search and rescue 

operations, natural disasters, at major crime scenes or 

industrial incidents, and for coordinating policing at 

major events. The mobile units will enhance our ability 

to respond to both planned and unplanned events. 

Crime management 

Protecting our children 

A key focus for the QPS will always be protecting the 

most vulnerable people in our communities. Through 

its strategic alliances with child protection and law 

enforcement agencies worldwide but particularly 

the FBI, Task Force Argos investigators infiltrated 

and dismantled a highly secretive, sophisticated and 

organised network of international child sex offenders. 

Operation Achilles commenced in early 2006, and 

was finalised in February 2008 with the simultaneous 

execution of warrants across the world, resulting in 

the arrest of offenders in Australia, the United States, 

Germany and the United Kingdom. 

Importantly, more than 40 children were removed from 

sexually abusive situations. 

Traffic management 

Precious lives lost 

Despite a strong focus on road safety, the road toll in 

the 2007 calendar year was a disappointing outcome 

that has taken too many precious lives from us. In that 

year, 360 people were killed on Queensland roads—25 more 

deaths than in 2006. 

A number of significant initiatives have been 

implemented by the QPS over the last six months to 

address this, and I am pleased to report that the road 

toll for this half year to 30 June 2008 has been reduced 

when compared to the previous year by 29. Making 

our roads safer remains a key priority for the Service. 

We are committed to the National Road Safety Strategy 

2001-2010, which seeks to reduce national road 

fatalities by 40%, to a rate of 5.6 fatalities per 100 000 

of population. While this is a very tough target, it is 

also a very worthwhile one. Through 2008-09 the QPS 

will continue to work with others to develop strategies 

in an endeavour to reduce road trauma. 

Professional standards and ethical practice 

Preventing corruption 

The Queensland public expect and deserve the highest 

standard of ethics and integrity from members of the QPS. 

In December a whole of Service Corruption Prevention 

Plan was introduced. The purpose of the plan is to 

foster and maintain community confidence in the 

integrity of the Service through provision of a framework 

to build a corruption resistant culture within the QPS. 

2009 will see the 20th anniversary of the release of 

the Fitzgerald Report. In an organisation of nearly 

14 000 people it is unfortunately inevitable that some 

will seriously err. It is essential that those people are 

identified and dealt with quickly and that there is never 

again institutionalised widespread high level corruption. 

We also need a discipline process that is balanced, fair, 

timely and sensible. 

Corporate resource management 

Our people are important 

There has been a strong focus on human resources 

during the year with the QPS investing in excess of 

$4 million to deliver a comprehensive suite of services 

supporting our employees’ physical and mental health. 

Looking to the future 

Healthy workplaces 

This focus on our people is set to continue, with the 

Healthy Workplaces Project. The project, which will 

span three years, is expected to realise outcomes such 

as improved workforce practices, improved health, 

safety and wellbeing, improved delivery of policing 

services and the development and implementation of a 

sustainable model for building leadership capability. 

Skilled workplaces 

Another significant investment in our people is the 

$450 million project that will deliver a state of the 

art Police Academy at Wacol by 2012. This will help 

position us to meet the challenges of modern day 

policing. The Academy will be built on a 106 hectare 

site and will have an educational and an operational 

precinct to support training in the latest investigative 

techniques and technologies. 

We can look forward to the future with a high degree of 

confidence. In closing, I would like to assure the people 

of Queensland of the Service’s continuing commitment 

to ensuring their safety and security across our State. 

Bob Atkinson APM 

Commissioner 

Commissioner's review 


About us 

The Queensland Police Service is the primary law 

enforcement agency for the State of Queensland. We 

fulfil this role throughout the State, 24 hours a day, 

upholding the law and providing assistance to the 

community when necessary and in times of emergency, 

disaster and crisis. 

What we do 

The functions of the Service include: 

• the preservation of peace and good order in all 

areas of Queensland 

• the protection of all communities in Queensland 

• the prevention of crime 

• the detection of offenders and bringing of offenders 

to justice 

• upholding the law generally and providing policing 

services in an emergency. 

Delivering our services 

The Service comprises eight regions dealing with 

operational and community policing issues. Three 

commands deal with major crime, specialist operational 

support and ethical standards, and a corporate services 

group manages administration, finance, human 

resources and information and communications 

technology functions. 

A complete corporate structure is shown on page 10. 

Our clients 

Our clients include: 

• the Queensland community (including residents 

and visitors) 

• victims of crime and other offences 

• anyone requesting police assistance 

• suspects and people charged with committing 

offences. 

Other stakeholders include: 

• the Queensland Government 

• other government agencies 

• business, industry and community groups. 

Our budget 

In 2007-08 the police operating budget consisted of 

$1.393 billion in output funding and $44.2 million in 

own-sourced revenue. The Service’s capital budget for 

2007-08 was $258 million. 

2007-08 2006-07 

Assets 

Property, plant and equipment $1 619M $1 454M 

Key expenses 

Employee expenses $1 086M $993M 

Supplies and services $256M $217M 

Key revenue 

Output revenue $1 349M $1 224M 

A broader financial overview is provided on page 9 and 

pages 88 to 89, followed by the departmental financial 

statements. 

Our history 

The Police Department was established by the Police Act 

1863, which took effect on 1 January 1864. 

During more than 140 years of its history, the traditions 

of the QPS have been shaped by immense social 

changes, incredible advances in technology and the 

continual evolution of operational procedures. 

On 1 November 2000 Mr Bob Atkinson was appointed 

as the 17th Commissioner of Police in Queensland. 


About us

Our staff 

The Service employed 13 948 personnel in 2007-08, 

which included 122 Police Liaison Officers and 7 

Queensland Aboriginal and Torres Strait Islander Police. 

Notes: 

• Staffing numbers refer to actual employees, not 

‘full time equivalent’ employees. 

• Staff members are employees other than police 

officers or police recruits. 

• All staffing numbers are as at 30 June 2008. 

Our volunteers 

30 June 2008 30 June 2007 

Police officers 9 833 9 618 

Police recruits 404 284 

Staff members 3 711 3 646 

More on pages 65-66 

Introduced ten years ago, the Volunteers in Policing 

(VIPs) program has grown to include over 200 

participants across the State. 

VIPs offer support to police officers by carrying 

out a range of voluntary tasks that complement the 

responsibilities of QPS members—allowing officers to 

remain focused on their operational tasks. 

Our environment 

Supporting environmental sustainability is a matter 

of both corporate responsibility and operational 

practice for the Service. Through waste, energy, 

water management and carbon emission reduction 

initiatives, the Service is able to lessen its impact on the 

environment. 

Legislation we administer 


The following legislation was administered by the 

Service in 2007-08: 

• Australian Crime Commission (Queensland) 

Act 2003 

• Child Protection (Offender Prohibition Order) 

Act 2008 

• Child Protection (Offender Reporting) Act 2004 

• 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 

• Summary Offences Act 2005 

• Terrorism (Preventative Detention) Act 2005 

• Weapons Act 1990 

Eight proud new Volunteers in Policing were recently inducted into the program and allocated to stations throughout Metropolitan South Region. 

About us 


Performance highlights 

Community Safety and Engagement 

• A trial of tasers was conducted to enhance the 

safety of police and members of the public. 

More on page 19 

• An innovative ‘One Punch Can Kill’ campaign was 

launched to reduce youth violence. 


• The QPS and other government agencies collaborated 

effectively to help flooded communities. 


• The QPS’ first mobile police facility became operational 

in 2008, for use in major incidents and operations. 

Crime Management 


• The Child Protection (Offender Prohibition Order) Act 

2008 was passed by State Parliament, strengthening 

the laws dealing with convicted paedophiles. 


• New anti-graffiti legislation was implemented. 


• The eBay project which enables victims of online 

auction fraud to report offences online was launched. 


• The diversion of pseudoephedrine products to 

illegal amphetamine manufacture was reduced in 

Queensland. 


Traffic Management 

• The QPS commenced drug testing motorists. 


• Fixed speed cameras became operational in three 

locations. 


• A successful trial using unmarked Q-Cars was 

conducted. 


• New vehicle confiscation laws were introduced. 


Professional Standards and Ethical Practice 

• The QPS Corruption Prevention Plan was approved 

and implemented 

Corporate Resource Management 


• The Service developed the Priority Policing Policy 

to enhance first response policing. 


• The Service increased the number of police officers by 

215 to 9 833. This is consistent with the Government’s 

commitment of maintaining police numbers to keep 

pace with Queensland’s population growth. 

More on pages 5 and 65 

• The QPS progressed the implementation of a single 

integrated operational policing information management 

system. 


• A range of environmental initiatives have been 

progressed, including an action plan to deliver 

progressive reductions in the carbon emissions of our 

vehicle fleet. 



Performance highlights

Strategic priorities 

Key strategic priorities for the Service in 2008-09 

include: 

Delivering core services 

• Ensuring police are available to address calls 

for service in the timeliest way possible (Priority 

Policing). 

• Increasing the number of first response officers 

while maintaining our capacity to deliver specialist 

and support services. 

• Civilianising roles where appropriate to release 

police to operational duties. 

• Attracting and retaining police and civilians 

to ensure sufficient staff are available with 

the appropriate skills to protect and serve the 

Queensland community. 

• Providing operational equipment and facilities to 

enable police to do their job safely and effectively. 

• Ensuring the health, safety, welfare and 

professional development of Queensland Police 

Service members. 

• Encouraging ethical and professional leadership 

and practice. 

— Queensland Police Records and Information 

Management Exchange 

— Policelink—the QPS Police Contact Centre 

• Ensuring the safety of police and detainees by 

installing and/or upgrading CCTV in all 24-hour 

watchhouses. 

• Actively implementing systems that enable us to 

work more effectively with our criminal justice 

system partners and other jurisdictions. 

Police Academy Project 2012 

• Building a centre of policing excellence that will 

help ensure our policy and practices are evidence 

based, and our police have the knowledge and 

skills they need to be world class. 

Efficient, innovative, well-planned 

service delivery 

• Improving business practices and processes 

including the use of e-business. 

• Reviewing models of police service delivery. 

• Linking QPS planning processes with regional 

planning processes. 

Information and communications 

technology (ICT) 

• Implementing initiatives that move us toward 

a future of high technology policing that is 

responsive and community focussed—they include: 

— computer aided dispatch 

— communications centres 

— mobile services 

Strategic planning sets the future direction for the Queensland Police Service. 

Strategic priorities 


Policing Indigenous communities 

• Working with partner agencies to address the 

causes of crime. 

• Delivering the Government-endorsed policing model, 

using a combination of state police and Police 

Liaison Officers. 

• Responding to the Crime and Misconduct Commission 

Review and participating in the whole-of-Government 

reform agenda. 

Road safety 

• Reducing the road toll by implementing and 

evaluating those initiatives announced as part of 

the 2006 Road Safety Summit, and arising from the 

Service’s January 2008 Traffic Summit: 

— Vehicle Impoundment 

— Fixed Camera and Digital Implementation 

— Intelligent Traffic Analysis System 

— Random Roadside Drug Testing 

— QPS Road Safety Action Plans. 

Vulnerable people and the criminal justice 

system 

• Helping first response officers deal with people who 

are vulnerable, including children, and working 

in partnership with other agencies to reduce their 

involvement in the criminal justice system. Such 

strategies include court diversion for people who 

are mentally ill/intellectually disabled. 

• Implementing the Queensland Police Service 

Disability Service Plan. 

Drugs, alcohol and substance misuse and 

links to offending 

• Identifying and addressing the links between 

drugs, alcohol and substance misuse and violence, 

including youth violence and particularly in 

Indigenous communities. 

• Investigating and addressing the increasing 

use of amphetamine type stimulants within the 

community, its links to mental psychosis and other 

offending. 

Major and organised crime 

• Developing new tools and techniques to address 

major and organised crime, including the 

Titan threat/risk assessment system, telephone 

interception powers (subject to Government/ 

Federal Government agreement), and the Australian 

National Victim Identification Library. 

• Identifying, targeting and suppressing high threat 

criminal networks and illegal commodity markets 

(including outlaw motor cycle gangs). 

• Enhancing our counter-terrorism strategy including 

prevention, intelligence, investigative capability, 

general response and consequence management. 

• Maintaining and developing strong partnerships 

with other law enforcement agencies and academic 

institutions. 

• Ensuring proceeds of crime are a consideration at 

every police engagement. 

Queensland police stationed at Yarrabah Aboriginal Community, spending time with local children. 


Strategic priorities

Financial summary 

The table below provides a summary of comparative financial results over the last five years. 

Key financial data 

Income Statement 2007-08 2006-07 2005-06 2004-05 2003-04 

$’000 $’000 $’000 $’000 $’000 

Total Revenue 1 416 703 1 280 146 1 184 774 1 054 499 1 010 313 

Total Expenses 1 416 189 1 279 570 1 183 936 1 055 666 1 009 838 

Increase in Net Assets 177 045 302 394 162 501 171 766 156 204 

Balance Sheet 2007-08 2006-07 2005-06 2004-05 2003-04 

$’000 $’000 $’000 $’000 $’000 

Total Assets 1 837 839 1 652 370 1 335 052 1 139 314 939 202 

Total Liabilities 209 579 201 155 186 231 152 994 124 648 

Equity 1 628 260 1 451 215 1 148 821 986 320 814 554 

Outputs 



$433.803M 

$456.506M 


$291.094M 

Professional Standards and Ethical Practice $234.786M 

0M 

50M 100M 150M 200M 250M 300M 350M 400M 450M 500M 

Expenses $'000 

In 2007-08, the Police Service delivered its departmental outputs at a cost of approximately $1 416.2 million. The 

cost of the support services provided by Corporate Resource Management is proportionally spread, for the purposes 

of determining the cost of each deliverable. 

Financial summary 


Organisational structure 

Commissioner 

Queensland Police Service 

Office of the Commissioner 

Deputy Chief Executive 

(Resource Management) 

Deputy Commissioner 

(Specialist Operations) 

Deputy Commissioner 

(Regional Operations) 

Administration Division 

Administration Branch 

Fleet Management Branch 

Freedom of Information and 

Privacy Unit 

Logistics Branch 

Property and Facilities Branch 

Weapons Licensing Branch 

Finance Division 

Financial Accounting Services 

Financial Resource 

Management Branch 

Human Resources Division 

Human Resource 

Development Branch 

Human Resource Management 

Branch 

Industrial Relations Branch 

Organisational Safety and 

Wellbeing 

Information and 

Communications Technology 

Information Planning Branch 

Information Resource Centre 

Information Systems Branch 

Police Information Centre 

CMC Police Group 

Ethical Standards 

Command 

Ethical Practice Branch 

Inspectorate and 

Evaluation Branch 

Internal Audit 

Internal Investigations 

Branch 

Media and Public Affairs 

Branch 

Office of the QPS Solicitor 

Operations Support 

Command 

Communications Branch 

Counter-Terrorism 

Strategic Policy Branch 

Disaster and Major Events 

Planning Branch 

Forensic Services Branch 

Legal Services Branch 

Policing Advancement 

Branch 

Specialist Response Branch 

Specialist Services Branch 

State Traffic Support 

Branch 

State Crime Operations 

Command 

Child Safety and Sexual 

Crime Group 

Fraud and Corporate Crime 

Group 

Homicide Group 

Organised Crime Group 

State Drug and Property 

Crime Group 

State Intelligence Group 

State Security Operations 

Group 

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 

North Coast Region 

Bundaberg District 

Caboolture District 

Gympie District 

Maryborough District 

Redcliffe District 

Sunshine Coast 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 

Public Safety Network 

Management Centre 

Legend 

Direct reporting 

Indirect reporting 


Organisational structure

Corporate governance 

Our approach to corporate governance 

The Service has established a corporate governance 

framework ensuring operations and support activities 

are directed, managed and accountable. This framework 

allows us to: 

• achieve our strategic directions 

• be accountable for our actions 

• manage risks 

• monitor, report on and evaluate our corporate 

performance 

• meet community expectations. 

The Commissioner is responsible for the strategic 

direction and management of the Service’s 

operational, financial and administrative functions. 

The Commissioner is assisted in discharging these 

responsibilities by two principal decision-making 

forums: the Board of Management and the Senior 

Executive Conference. Several other strategic 

committees support the Senior Executive Conference 

and Board of Management to address more detailed 

aspects of the Service’s responsibilities. 

Executive management changes in 2007–08 

The changing nature of policing operations and the 

complexity of public safety issues have continued to 

challenge the Queensland Police Service. This year 

a new management structure has been implemented 

to provide more effective command and control 

arrangements. One Deputy Commissioner is now 

responsible for overviewing the eight police regions 

that contain 30 police districts. A second Deputy 

Commissioner position has been created to take 

responsibility for specialist commands with statewide 

responsibilities, including State Crime Operations 

Command and Operations Support Command. This 

second Deputy Commissioner is also responsible for 

liaison with the Crime and Misconduct Commission 

liaison, and overviewing the Ethical Standards 

Command, Media and Public Affairs Branch, QPS 

Solicitor, National Counter-Terrorism Committee and 

major ICT and operational projects. 

In 2007-08, Kathy Rynders was appointed as the 

Deputy Commissioner (Regional Operations), and Ian 

Stewart was appointed Deputy Commissioner (Specialist 

Operations). 

As a result of the restructure, several new appointments 

have been made, with new Assistant Commissioners 

Peter Martin, Brett Pointing, and Paul Stewart joining 

the ranks of senior police. 

Ms Kym Charlton was appointed as Director, Media 

and Public Affairs Branch and Ms Jenny Reilly was 

appointed as Director, Administration Division. 

This year has seen the resignation of Assistant 

Commissioner David Melville, and the retirements 

of Deputy Commissioner Dick Conder, and Assistant 

Commissioners John Banham, John McDonnell, George 

Nolan, Pat Doonan, and George Stolz. 



Senior Executive Conference 

The function of the Senior Executive Conference is to advise the Commissioner on strategic issues. 

Meetings of the Senior Executive Conference are held approximately every three months. 

Membership of the Senior Executive Conference consists of: 

• Commissioner 

• Deputy Commissioner (Regional Operations) 

• Deputy Commissioner (Specialist Operations) 

• Deputy Chief Executive (Resource Management) 

• all assistant commissioners and directors 

• Manager, Strategic Policy and Projects Branch 

• Senior Police Chaplain 

• two representatives of the Women’s Network 

Board of Management 

The Board of Management supports and facilitates the role of the Senior Executive Conference in setting the strategic 

focus and direction of the Service. The board assists the Commissioner in the ongoing management of the Service 

and meets monthly. 

Membership of the Board of Management consists of: 

• Commissioner 




• Director, Office of the Commissioner 

• two assistant commissioners—appointed for twelve 

months 


Corporate governance

Committees 

Several strategic committees support the Senior Executive Conference and Board of Management to address more 

detailed aspects of the Service’s responsibilities: 

Committee 

Strategic Capital Planning 

Committee 

Responsibilities 

• Consider internal and external client needs regarding major capital 

works. 

• Set the medium and long term priorities for QPS capital works. 

• Inform the Board of Management with regard to capital works priorities. 

Risk Management Committee 

• Maintain the Service's risk management policy and practice. 

• Ensure accountability for and minimisation of risks throughout the 

Service. 

• Monitor information systems and training relating to risk management. 


Audit Committee 

• Overview of internal audit work plans and priorities. 

• Review internal audit reports and monitor the implementation of audit 

recommendations. 

• Review annual financial statements. 

• Liaise between the external auditor and the Commissioner. 


Information Steering Committee 

• Ensure the Service’s investment in the development, implementation, use 

and support of ICT is efficient and effective and delivers the expected 

benefits and outcomes. 

Corporate Health and Safety 

Coordinating Committee 

• Facilitate consultation between the Service and unions, and provide 

advice to management on strategic workplace corporate health and 

safety issues that have statewide implications. 

Staffing Advisory Committee 

• Provide recommendations to the Board of Management on workforce 

management, organisational development, restructures and reviews, and 

staff changes across the Service. 

Finance Committee 

• Advise the Board of Management on the status of the Service’s budget 

and recommend funding allocations. 



Delivering services 

to the community 

Queensland Government priorities and 

objectives 

QPS service delivery is aligned with the Queensland 

Government’s priorities, in particular: 

• fostering healthy individuals and communities 

• strengthening Indigenous communities. 

The Service contributed to these priorities by providing 

safety and security to the State’s 4.2 million residents 

and 18 million domestic and international visitors. 

Our strategic plan 

The Service has key outputs for the delivery of its core 

activities and services. These are: 

• Community Safety and Engagement 

• Crime Management 

• Traffic Management 

• Professional Standards and Ethical Practice 

Corporate Resource Management is included as an 

additional component of the Queensland Police Service 

Strategic Plan 2004-08. The costing of corporate 

resource management is distributed across the outputs 

for external financial reporting purposes. 

Operational Performance Reviews 

The QPS strategic direction is reinforced through 

Operational Performance Review (OPR) discussions. 

Reviews are facilitated by the Commissioner and two 

Deputy Commissioners, and assisted by other members 

of the Senior Executive as necessary. 

Reviews entail comprehensive structured discussion 

centred on all aspects of service delivery and support 

operations for the particular area under review. 

After seven continuous years of operation, OPR is now 

firmly embedded within the governance and overall 

performance management processes of the QPS, with 

policing emphasis on OPR priority areas now everyday 

practice across the State’s 30 police districts. This 

year the use of ‘themed’ OPRs increased focusing on 

specific areas of functional or management practice, or 

service delivery. OPRs covering the Stock and Rural 

Crime Investigation Squad, regional traffic coordination 

functions, and school based police officers were 

conducted. These reviews inform future planning for 

the Service and foster an ongoing culture of evaluation 

and organisational improvement. 

Fostering innovation 

OPR is underpinned by the problem solving policing 

philosophy, which promotes problem identification, 

and the application of innovative solutions to bring 

about sustainable, enduring outcomes. To this end, the 

Organisational Performance and Improvement Branch 

manages a central funding initiative to support the 

development and implementation of innovative policing 

practice. 

Initiatives which have received assistance in 2007-08 

included: 

• the development of an on-line multicultural awareness 

project to assist front-line police to understand the 

diversity of cultures within Queensland 

• the “Weed it out” cannabis supply and reduction 

initiative within the Far Northern Region, 

in collaboration with both the James Cook 

University and the Elders of Cape York Indigenous 

communities 


• Project ID-IT, which utilises microdot technology 

for purposes of community property identification 


• The development of a shoe scanning initiative within 

watchhouse environments to develop better forensic 

linkages of possible offenders to crime scenes 

• The Safehands initiative, developed within the 

Southern Region, targeting child abuse 


Funding these types of initiatives helps facilitate the 

Service’s commitment to improvement and better 

practice generally. 


Delivering services 

to the community

Performance report 

Reviewed by each output 

The services delivered by the QPS are identified in the 

strategic plan as outputs. To enhance the safety and 

security of the community, the QPS has identified a 

range of service delivery strategies that support the 

outputs in the QPS Strategic Plan 2004–2008. 

In the next section we review what has been 

achieved under each of these outputs—including our 

achievements funded and detailed in the 2007–08 

Ministerial Portfolio Statement. 

Our four outputs 

Community Safety and Engagement Pages 16-27 

Crime Management Pages 28-37 

Traffic Management Pages 38-47 

Professional Standards and Ethical Practice Pages 48-57 

Supported by: 

Corporate Resource Management Pages 58-79 

In July 2007, Police Dogs Tyson and Hutch were presented with a top award from the German Shepherd Dog Council of Australia 

for their work tracking offenders for the Queensland Police Service. The dogs have tracked more than 185 offenders between 

them wanted for armed hold up, break and enter, murder and other offences. They have also located missing persons and assisted 

to resolve siege situations. 

Tyson was stabbed in the chest during a home invasion a few years ago, but made a full recovery. As a result, the German 

Shepherd received the Commissioner’s Certificate for Bravery in 2001 and has now retired from general duties, but continues to 

work in drug detection. 

Hutch is an exceptional tracker and continues to work in general duties as well as more specialised scent detections. 

Performance report 


Output 1 

Community Safety and 

Engagement 

Police preserve public 

order and safety. 

Queensland police assist in creating positive relationships with young people in the community. 


Output 1: Community Safety 

and Engagement


Key priority areas: 

• Public order and safety 

• Crime prevention and community partnerships 

• Civil emergencies and major events 

Community safety and engagement is focused on the 

prevention of crime, engagement with the community 

and providing policing services that preserve public 

safety and good order during civil emergencies and 

special events. 

Engaging the community is a critical component in 

addressing both the causes of crime and preventing 

crime. Over the past decade, community policing and 

problem-oriented policing have increasingly focused 

on identifying the causes of crime and engaging the 

community in resolving crime related issues. 

Community engagement also helps to ensure service 

delivery is appropriate, focused and effective. Together, 

these activities contribute to developing safe and secure 

communities. 

Percentage of time directed to Community Safety and Engagement 

2004-05 29.1% 

2005-06 29.2% 

2006-07 29.8% 

2007-08 30.6% 

0% 5% 10% 15% 20% 25% 30% 35% 40% 

Output expenditure: 

2007-08 $434M 

2006-07 $381M 

2005-06 $346M 

2004-05 $307M 

Strategies 

• Provide a highly visible police presence in Queensland communities. 

• Ensure timely responses to incidents of anti-social behaviour, and develop protocols to reduce their occurrence. 

• Develop, implement and evaluate focused and innovative policing strategies, guided by intelligence, analysis 

and research. 

• Engage the community and establish partnerships to assist in identifying and addressing the causes of the 

crime and disorder problems that are of concern to the community. 

• Provide training to other agencies and members of the community, as required. 

• Promote crime prevention strategies. 

• Plan for, and allocate resources to manage civil emergencies, major incidents and special events. 


and Engagement 


The Queensland Mounted Police Unit has a highly visible policing role. 

Key priority area—public order and 

safety 

Safe and secure rail networks 

The Service consolidated its partnership with Queensland 

Rail through the development of a new Memorandum of 

Understanding, enabling the continued provision of a 

dedicated Railway Squad based at Roma Street, Petrie, 

Redbank, Manly and Beenleigh railway stations. The 

key focus is to provide a safe and secure passenger 

train environment with respect to personal safety and 

property security. 

The Railway Squad participated in 165 proactive operations, 

addressing a range of issues including drug, alcohol and 

good order offences. In addition, the Railway Squad 

contributed to crowd management activities at 47 major 

sporting events by policing the associated major transport 

hubs for Suncorp Stadium in Brisbane and Skilled Park 

at Robina. 

Crowd management 

The Mounted Police Unit, along with other areas of the 

Service, continued to provide high visibility patrols 

throughout police operations and at major events. This 

acts as a significant deterrent to offenders and provides 

patrons at events with a very visible police presence to 

enhance overall safety and security. 

Major events serviced throughout the year included: 

ANZAC Day, Brisbane Riverfire, Lexmark Indy 300 

Car Carnival, Police Remembrance Day, Schoolies 

Celebrations, 2007 Royal Queensland Show and the 

Woodford Folk Festival. 

Drug detection 

The Brisbane Dog Squad provided drug detection 

support to operational police in all parts of Queensland. 

The Drug Detection Dog Unit performed 3 183 drug 

searches during the financial year, which resulted in 

significant seizures of drugs, firearms and property. 

The Drug Detection Dog Unit is assisting with Operation 

‘Weed it out’. This initiative has been developed 

in partnership with North Queensland Indigenous 

communities and targets drug use in these communities. 


The Police Dog Development Program yielded four 

litters totalling 19 puppies. These puppies will be 

assessed for suitability as police dogs. 

Dignitary protection 

In 2007 the QPS, in collaboration with Commonwealth 

security agencies and the Australian Federal Police (AFP), 

assumed responsibility for the security of the Asia Pacific 

Economic Cooperation (APEC) events staged in Queensland. 

The Trade Ministers meeting held in Cairns in early July 

and the Finance Ministers’ meetings held in Coolum 



and Engagement

in August and September involved Ministers and 

delegations from the 21 APEC countries. Staff from State 

Security Operations Group (SSOG), Security Intelligence 

Branch, led the intelligence and dignitary protection 

operations that underpinned event security. 

The Federal Election campaign saw Queensland figure 

prominently in the itineraries of the incumbent Prime 

Minister and the Leader of the Opposition. Teams of 

SSOG and regional dignitary protection personnel, 

working with their AFP counterparts, provided protective 

security to both leaders during campaign visits. 

Safer waterways 

Water Police officers provide a policing presence, both 

proactive and reactive, on and around Queensland 

waterways. There are 11 full time water police stations 

throughout the State, in addition to 13 general duties 

stations in isolated areas which have small vessels. The 

Service has a fleet of 70 vessels. 

Safer law enforcement 


A 12-month trial of Conducted Energy Devices 

(‘tasers’) commenced on 1 July 2007. During the trial, 

tasers were used initially by Regional Duty Officers 

and District Duty Officers in the Metropolitan South, 

Metropolitan North and South Eastern police regions. 

On 1 April 2008, the trial was expanded to include first 

response officers in the Dutton Park Police Division. 

The trial concluded on 30 June 2008. 

The 12-month trial was about ensuring the safety 

of police and members of the public. It provided the 

Service with the opportunity to investigate, review and 

consider new methods for dealing with dangerous and 

violent offenders with minimal long-term injuries to 

both offenders and arresting officers. 

During the trial, tasers were effective in a number of 

violent situations. As at 30 June 2008, tasers had been 

used 188 times. 

On 82 (or 43%) of those occasions, the mere presentation 

of a taser resolved the situation, allowing police to 

control a person without injury to anyone. 

Forty-two (or 23%) incidents have involved persons 

who were suicidal. 

On 29 January this year, it was announced there would 

be a staged roll-out of tasers to first response officers, 

which commenced following the completion of the trial 

in June. 

Water Police provide a policing presence, both proactive and reactive, on and around Queensland waterways. 




Key priority area—Crime prevention 

and community partnerships 

Drug and alcohol initiatives 

The Service continues to work with other Government 

departments, non-government agencies and the 

community to implement strategies to reduce alcohol 

and drug-related harm. 

The Queensland Indigenous Alcohol Diversion Program 

is a major whole-of-Government initiative which 

commenced in July 2007 involving funding and support 

from six separate Government departments and agencies 

including the QPS. 

The program is aimed at rehabilitating people charged 

with minor offences and providing intensive support for 

people with an alcohol problem. 

It provides an alcohol treatment, rehabilitation and 

aftercare program for Indigenous offenders who are 

assessed as being suitable for treatment. Ultimately 

the program will provide over 100 treatment places in 


Party Safe 

One Punch Can Kill 

The One Punch Can 

Kill campaign goes 

hand-in-hand with 

the Queensland Police 

Service’s Party Safe 

initiative. The campaign 

supports recommendation 

five of the Youth 

Violence Taskforce that: 

‘Government support an 

anti-violence advertising 

campaign focused on 

highlighting the consequences 

of violence and the choices available to manage 

conflict without violence, and targeted specifically at 

Generation Y audience (ages 12-27) through emerging 

communication mediums.’ The campaign seeks to help 

young people, particularly men between the ages of 15 

and 25, to realise that a split-second decision to engage 

in violence can have enormous consequences. The 

One Punch Can Kill slogan is a reminder that a simple 

act of violence can ruin many lives. The campaign 

also targets girls and women with the slogan ‘I support 

blokes who don’t fight’. 

A One Punch Can Kill website has been launched 

(www.onepunchcankill.com.au), which features all the 

campaign advertising including the posters, flash ads, 

and television commercials. 

The campaign reached more than one million people 

online in the first six months, and tens of thousands 

more through youth events, community groups and 

licensed premises across Queensland. 

The Party Safe initiative has continued to provide 

information and resources for the community to ensure 

people are informed about how to hold a successful, 

enjoyable and safe party. Party Safe also encourages 

people to register their parties with local police. Over 

5 800 parties were registered between July 2007 and 

June 2008. The Party Safe initiative was a 2008 finalist 

in the Excellence in Law Enforcement category of the 

National Drug and Alcohol Awards. 

Drink Rite 

Drink Rite promotes a responsible attitude towards 

alcohol consumption and drink driving. The revised 

program, with a new colour scheme and branding, was 

launched in March 2008. During 2007-08 10 Drink Rite 

events were held across the State. 

Diversion 

The Police Diversion Program diverts eligible persons 

found in possession of small amounts of cannabis and/or 

utensils from the criminal justice system. In 2007-08, 

the program offered diversion to 7 320 eligible people, 

or approximately 140 people each week throughout 

Queensland. A condition of diversion is that eligible 

persons attend an information session, and there was 

81% compliance with this requirement. 

Australasian Drug Strategy Conference 

The Service jointly hosted the 4th Australasian Drug 

Strategy Conference with the Australian Federal Police 

on the Gold Coast in October 2007. The conference was 

attended by over 500 delegates from around Australia and 

overseas, and provided a forum for information sharing 

and development of strategies to reduce the negative 

effects of alcohol and other drug use in the community. 



and Engagement

Crime prevention initiatives 

Crime Prevention Plan 2008-2010 

The QPS Community Safety and Crime Prevention 

Plan 2008-2010 was prepared to guide the ongoing 

planning, development and delivery of community 

safety and crime prevention services across the QPS and 

in partnership with other government, non-government 

and community agencies. 

Community crime prevention projects 

The Crime Prevention Policy Branch provided funding 

for 25 crime prevention projects across the State 

through the Community Crime Prevention Fund. These 

projects aim to reduce crime and the fear of crime, 

improve safety and increase awareness on a range of 

community safety issues including property crime, 

personal crime, domestic and family violence, youth 

violence and senior safety. 

Building Safer Communities Action Teams 

(BSCATs) 

Under the Strategic Framework for Community Crime 

Prevention, the QPS is the lead agency in the establishment 

of community crime prevention teams. These teams 

comprise local stakeholders including councils, police, 

other government agencies, non-government agencies, 

community groups and community members. During 

2007-2008 the Crime Prevention Policy Branch 

provided funding to two BSCATs and set aside funding 

for three teams still in the action planning process. 

Crime Prevention Through Environmental Design 

(CPTED) 

CPTED strategies change aspects of the physical 

environment so that potential offenders are deterred 

from anti-social behaviour or crime. CPTED for 

example, can be applied through improved street 

lighting, adequate signage and maximising visibility of 

the street. 

The CPTED Guidelines for Queensland were officially 

launched by the Minister for Police, Corrective Services 

and Sport on 27 November 2007. 

The QPS was the lead agency involved in the development 

of the guidelines. They are intended for planners, 

designers, architects, engineers and building managers 

as well as police and others involved in crime prevention 

activity. The guidelines are advisory in nature and not 

a statutory document. 

The release of the guidelines was a significant achievement 

for the QPS and highlighted the Queensland Government’s 

commitment to crime prevention. 

Copies of the guidelines were delivered to approximately 

2 000 individuals, industry, government agencies, local 

government councils and state and federal members of 

parliament. 

Crime prevention through environmental design can be as simple as the degree of garden maintenance or adequate lighting. 




Police Beats and Police Beat Shopfronts 

Neighbourhood Police Beats consist of a police officer 

working and living from an office/residence within 

a beat area. The police officer is responsible for 

addressing the policing needs of the community within 

that area and research indicates reported crime rates 

have declined as a result. 

In 2007-08, seven new Neighbourhood Police Beats 

became operational at: 

• Bellbowrie 

• Broadwater 

• Centenary North 

• Norfolk Village 

• Pacific Pines 

• The Strand 

• Tingalpa 

Police Beat Shopfront at Brookside. 

There are now 59 Neighbourhood Police Beats in 

Queensland, with two new beats proposed to be 

established in 2008-09. 

Police Beat Shopfronts establish a policing presence in 

central business areas and provide a convenient base for 

the community at major shopping centres to report crime. 

Police Beat Shopfronts monitor and report on crime trends 

and implement appropriate preventive local strategies. 

During 2007-08, there were 49 Police Beat Shopfronts 

located throughout Queensland. 

Adopt-a-cop 

The Adopt-a-Cop program has been operating since 

1985 and continues to be a successful means of 

building good relationships between police and 

school students. Statewide, 654 police officers 

perform the role of Adopt-a-Cop. 

School based policing 

School based police officers encourage positive 

relationships between secondary school students and 

police. In rural Queensland, this program is particularly 

beneficial as it provides an opportunity for children 

living in remote locations to get to know police. 

School based policing is in its 11th year of operation. 

There are 35 school based police officers assigned to 

47 schools across the State, with several schools sharing 

one officer. 

Senior Constable Carl Voller of Maroochydore Station was 

recently adopted by the students of Mountain Creek State 

School. 

22 

With honour we serve 


and Engagement

Safety and security for seniors 

Two seniors’ forums were held during the year, bringing 

together government and non-government agencies and 

community groups to discuss issues affecting seniors 

and to develop effective strategies. 

A range of initiatives have also been progressed 

including the statewide implementation of the Seniors 

Liaison Project, a police training DVD addressing 

effective communication with seniors, an update of the 

Confident Safe and Secure Handbook for Seniors and 

the translation of this handbook into other languages. 

A directory of police services for seniors and a specific 

internet website are due for release in 2008. 

Mental Health Intervention Project 

The Queensland Police Service is the lead agency for the 

Mental Health Intervention Project. 

One of the major aims of the project is to provide a 

skilled capability to de-escalate situations involving 

people with a mental disorder. This results in a more 

dignified approach to interacting with people with a 

mental illness, and reduces the risk of injury to staff, 

the community, and people suffering mental disorders. 

Trained mental health response police officers, 

ambulance officers, and additional specialist mental 

health clinicians provide an early intervention response 

with the ability to identify and manage situations which 

may otherwise escalate. 

The project received positive comment and assessment 

from the Office of the State Coroner, the Commission 

for Children and Young People and Child Guardian, and 

independent reviews. 

First response officer training is continuing in all police 

regions. Currently 4 791 police officers have undertaken 

mental health intervention first response officer 

training. 

Call taker mental health intervention courses have 

been conducted in the Brisbane Police Communications 

Centre. One hundred and thirteen communication room 

operators have attended training with further courses 

being planned. 

The Service continues to identify the needs of seniors with respect to crime, fear of crime and elder abuse, and to develop effective 

strategies to address this issue now and into the future. 




Key priority area—Civil 

emergencies and major events 

Special emergency responses 

The Special Emergency Response Team (SERT) provides a specialist policing response to high risk incidents that require skills 

exceeding normal policing capabilities. 

SERT responded to a number of diverse incidents in 2007-08 including sieges, armed offender incidents and high risk warrant 

executions. They also provided operational response staff to NSW and Victoria for high risk security operations such as APEC 

and the World Youth Day Papal visit. 

SERT continues to enhance specialist skills by training with select units of the Australian Defence Force and international police 

tactical units. 

Incidents of high risk, suicide and civil unrest 

Police negotiators attended a number of high risk, 

suicide and civil unrest incidents during the past year. 

Currently there are 124 qualified police negotiators 

statewide of which 16 are counter-terrorism trained. 

The Negotiator Coordination Unit has provided training 

internationally as well as ongoing training to the 

Australian Federal Police and the Queensland Fire and 

Rescue Service. 

Dealing with bomb threats 

The QPS Explosive Ordnance Response Team is the 

largest in Australia and is capable of dealing with 

explosive, chemical, biological and radiological devices. 

Training for bomb response and detection has been 

provided to 100 officers across the State. 

The team provided specialist support to a wide range of 

matters, including VIP security, investigations and safe 

procedures on 205 occasions during 2007-08. 



and Engagement

Flood relief operations 

The recent floods in Central Queensland affected areas 

from Cunnamulla, Charleville, Longreach, Emerald, 

Gympie, Boonah, Beaudesert and the Gold Coast to 

Rockhampton and Mackay. Officers assisted residents 

with their evacuation plans and patrolled the streets, 

while also working closely with other Queensland 

Government services. 

Extra police from around the State assisted local 

officers, council workers and residents. In Emerald, the 

worst-hit town, water police patrolled the evacuated 

areas of town by canoe, and also conducted patrols 

of the Fairburn Dam, where boating restrictions had 

been imposed. Police assisted other emergency services 

officers with a number of dangerous rescue operations 

in the Emerald and Charleville areas. 

Counter terrorism 

QPS activities which are coordinated and supported by 

the Counter-Terrorism Strategic Policy Branch include: 

• the QPS Counter-Terrorism Liaison Officer Program, 

which provides liaison between the QPS and critical 

infrastructure owners and operators 

• the coordination of QPS participation in the Critical 

Infrastructure, Mass Gatherings and Government 

Asset Protection Programs 

• supporting the Deputy Commissioner (Specialist 

Operations) in his capacity as the QPS representative 

on the National Counter-Terrorism Committee; 

Chair of the National Investigations Support 

Capability Coordination Sub-Committee, and co-Chair 

of the Queensland Counter-Terrorism Committee. 

The QPS has six specialist officers in national capability 

and assistant capability advisor positions across several 

specialist counter-terrorism disciplines including bomb 

response, dignitary protection, negotiation, tactical, 

intelligence and police forward command. 

Counter-terrorism exercises 

Within Queensland, the Queensland Police Service is 

responsible for Counter-Terrorism Exercise Management 

and has established the multi-agency Counter-Terrorism 

Training and Exercise Management Committee which 

administers a drill-style exercise program. Funding is 

provided by the National Counter-Terrorism Committee. 

With many of Emerald’s roads turned into rivers, water police patrolled the evacuated areas of town by boat. 




The QPS also participated in the National Counter- 

Terrorism Exercise Program, and in October 2008 will 

be participating in the multi-jurisdictional Exercise 

Mercury 08. 

Mercury 08 will enhance Australia’s national capacity 

to prevent, prepare for, respond to and recover from, 

multiple threats and/or acts of terrorism against 

Australians and Australian interests. 

The use of various facilities such as the Police 

Operations Centre Major Incident Room forms a part of 

the Queensland Government’s Counter-Terrorism Plan. 

The operations centre is currently being upgraded and 

will be available for Mercury 08. 

International/national deployments 

During the reporting period 10 QPS officers were 

deployed to the Solomon Islands and 11 QPS officers to 

Timor Leste in partnership with the Australian Federal 

Police as part of the International Deployment Group. 

A further 12 QPS officers were deployed to the 

Northern Territory as part of Task Force Themis—the 

Federal Government’s intervention strategy into remote 

Northern Territory Indigenous communities to address 

child sexual abuse, health and other issues. 

Mobile police facility 

The QPS counter-terrorism capability has been 

strengthened by the commissioning of four mobile 

police facilities. The first of these became operational 

in 2008, for use in major incidents and operations 

and another three will be introduced later this year. 

Each vehicle is equipped with the latest technology 

including computers, satellite phone and radio 

systems which allow direct communication to other 

emergency services, marine vessels and aircraft. 

The first vehicle has been deployed to a number of 

operational and non-operational events to allow 

officers to assess the functionality of the vehicle and 

to provide constructive feedback to the project team. 

Events supported by the deployment of the vehicle 

included a Bracken Ridge rape scene, Currumbin 

Anzac Day ceremony, Caxton Street Seafood 

Festival, Greek Paniyiri Festival and the Doomben 

races. Feedback from operational police indicated 

overwhelmingly positive support for the vehicle. The 

project team is considering minor alterations to the 

original design to further enhance the operational 

functionality of the vehicle. These alterations will be 

carried out during the construction of the next three 

vehicles and then retro-fitted to the original. 

It is proposed to base two vehicles in Brisbane 

(Metropolitan North and Metropolitan South), a 

further vehicle on the Gold Coast and the final 

vehicle in Townsville. 

The vehicles will provide police with an excellent 

platform from which to operate, and will also ensure 

a highly visible police presence to assist in managing 

crowd behaviour. 

The necessary elements of a police station have been taken and packaged into a mobile unit that can support an entire police 

operations team. 



and Engagement

Key future initiatives 

The staged roll out of Conducted Energy Devices 

(‘tasers’) will be undertaken. 

The Service will undertake 18 projects under the Vessel 

Management Program during 2008-09. These projects 

will include the construction and delivery of three 22 

metre purpose built patrol and command vessels. 

The potential for DNA to aid investigations and provide 

vital evidence will be enhanced by new procedures 

which have been developed by QPS Forensic Services. 

Forensic officers will employ sampling methods which 

complement new laboratory technologies to ensure that 

the results of DNA analyses are available as quickly 

as possible—helping investigators to identify offenders 

before they re-offend. 

The Community Safety and Crime Prevention Branch 

will: 

• commence a review and refresh of the Queensland 

Crime Prevention Strategy—Building Safer 

Communities 

• establish whole-of-Government arrangements to 

support QPS responsibilities as the lead community 

safety and crime prevention agency 

• provide funding for the establishment of four 

BSCATs in the Far Northern Region 

• develop an interactive crime prevention online 

hub to provide a one-stop shop for government 

agencies, community, crime prevention 

practitioners and police. 

The State Security Operations Group will provide 

dignitary protection and protective security intelligence 

for events including the annual Australian Leadership 

Retreat attended by the Governor-General, State 

Premiers, senior Federal Cabinet Ministers and foreign 

dignitaries, as well as the Rugby League World Cup 

final and final series matches to be played at Suncorp 

Stadium in November 2008. 

The Police Dog Development Program will continue 

to increase its breeding program with enhanced 

monitoring systems, including ultrasound equipment 

and temperature controlled whelping kennels. Brood 

females will increase from three to six dogs. 

Senior Sergeant Terry Cantwell, State Coordinator Police 

Dog Squad with Elly. 




Output 2 


The Service provides a professional, multi-faceted response to crime that 

relies on skilled staff and cutting edge equipment and technology. 

28 


Output 2: Crime Management



• Personal safety 

• Property security 

• Significant criminal networks 

Crime Management includes the initial response to 

crime by police officers involving responding to 

requests for assistance, preliminary investigations, 

detection of offenders and the commencement of 

prosecutions. 

Crime Management also targets major and serious crime 

conducted throughout the State. 

General duties police focus on the initial response 

to calls for service, conducting preliminary 

investigations and detecting offenders. Officers in 

criminal investigation branches, child protection 

and investigation units and State Crime Operations 

Command focus on major and organised criminal 

activity. 

Percentage of time directed to Crime Management 

2004-05 35.6% 

2005-06 34.8% 

2006-07 33.4% 

2007-08 32.2% 

0% 5% 10% 15% 20% 25% 30% 35% 40% 


2007-08 $457M 

2006-07 $428M 

2005-06 $412M 

2004-05 $374M 

Strategies 

• Develop capacity and procedures to provide a timely and appropriate response to incidents. 

• Work with the community to detect, investigate and solve crime. 

• Reduce the incidence of crime through contemporary policing strategies including targeting repeat offenders. 

• Analyse and use the opportunities, causes and outcomes of crime to assist crime prevention. 

• Use information systems and intelligence to prevent and respond to crime effectively. 

• Promote the effective use of technology and evidence gathering techniques in criminal investigations. 

• Maximise resources by utilising a cooperative and multidisciplinary approach to crime management. 

• Assist victims and keep them and other stakeholders informed. 

• Work with other law enforcement agencies to target major criminal enterprises by focusing on major crime and 

significant criminal networks. 

Output 2: Crime Management 


Offences against people per 100 000 population 

2000 

2001 

2002 

2003 

2004 

2005 

2006 

2007 

0 20 40 60 80 100 120 140 160 

Offences involving property per 100 000 population 

2000 

2001 

2002 

2003 

2004 

2005 

2006 

2007 

0 1 000 2 000 3 000 4 000 5 000 6 000 7 000 

Queensland 

Australia 

Source: Australian Bureau Statistics, Recorded Crime - Victims cat. No. 4510.0 

Note that the offences contained in these graphs are defined differently to the QPS definitions. Therefore, they 

cannot be directly compared with information in the QPS Annual Statistical Review. 

In recent years Queensland’s overall crime rates have declined for offences involving property and offences against 

people. Our crime rates have also compared favourably with the national averages. 



Key priority area—Personal safety 

Child safety 

To reduce investigator exposure to child exploitation 

material and improve opportunities for victim 

identification, the QPS initiated the establishment of 

an Australian National Victim Image Library (ANVIL). 

Research and testing are underway to develop and 

implement practical solutions to aid in the identification 

of child victims and offenders. 

Task Force Argos continues to identify, initiate and 

maintain products that educate the community and 

reduce the risk posed to children by the internet and 

related technologies. Some of the ongoing Argos 

generated internet safety initiatives include the ‘Who’s 

chatting to your kids?’ brochure and the ‘Surf Safely’ 

campaign which was awarded the 2007 Child Protection 

Week Education Award. 

Web pages on these initiatives can be viewed at: 

www.police.qld.gov.au/programs/personalSafety/ 

The QPS has maintained its position nationally as 

the lead law enforcement agency in the investigation 

of the sexual abuse and exploitation of our children. 

Investigators from State Crime Operations Command, 

Task Force Argos, have facilitated training across the 

world. 

Through its strategic alliances with child protection 

and law enforcement agencies worldwide, Task Force 

Argos investigators infiltrated and dismantled a highly 

secretive, sophisticated and organised network of 

international child sex offenders. Operation Achilles 

commenced in early 2006, and was finalised in 

February 2008 with the simultaneous execution of 

warrants across the world, resulting in the arrest of 

offenders in Australia, the United States, Germany and 

the United Kingdom. 

The successful completion of Operation Achilles and 

its associated sub-operations resulted in the removal of 

more than 40 children from sexually abusive situations; 

the arrest of 22 Achilles network members globally; the 

closure of 4 commercial child exploitation websites; 

and the arrest of more than 120 people for the purchase 

of child exploitation material, including 9 people in 


In 2007-08 the Cold Case and Serial Sex Crime Team 

within the Child and Sexual Assault Investigation Unit 

implemented the statewide ‘Unreported Sexual Assault 

Project’ (Project USA) in partnership with sexual assault 

support services. The project gives survivors of sexual 

assault reporting options other than a formal complaint 

to police. The Cold Case Team has also established 

a website at: www.police.qld.gov.au/programs/ 

crimePrevention/Project_USA.htm 

This operation is recognised as a benchmark in 

online covert operations, and featured as a key note 

presentation at the Interpol Child Exploitation meeting 

in Sydney in June 2008. 



Child Protection Offender Registry (CPOR) 

The Child Protection Offender Registry (CPOR) within 

State Crime Operations Command manages the Child 

Protection Register in Queensland, and provides 

specialist investigative resources to regional police. 

The registry has established extensive networks within 

Queensland, the Australian Federal Police, and other 

interstate and international law enforcement agencies 

to facilitate the timely exchange of information and 

efficient operation of the register on a national basis. 

The Child Protection (Offender Prohibition Order) Act 

2008 commenced on 2 June 2008. This legislation 

further protects the people of Queensland by imposing 

specific restrictions on some reportable offenders and 

other child sexual offenders who pose an unacceptable 

risk to children. This Act also amended the Child 

Protection (Offender Reporting) Act 2004 to improve 

the ability of police to monitor offenders. 

Child Safety Coordination Unit (CSCU) 

The Child Safety Coordination Unit (CSCU) continues to 

deliver the nationally accredited, Interviewing Children 

and Recording Evidence Course (ICARE). ICARE is an 

enhanced forensic interviewing of children course for 

both QPS and Department of Child Safety officers. 

Additionally, the CSCU has developed and implemented 

Suspected Child Abuse and Neglect (SCAN) Professional 

Development for QPS SCAN representatives. The first 

program was conducted in April 2008 and it is anticipated 

all QPS SCAN representatives will access this program by 

December 2008. 

DNA 

Queensland now has in excess of 108 000 person 

samples and 15 500 crime scene samples on the 

National Criminal Intelligence DNA Database. 

During the reporting period, DNA profiles found at 

crime scenes have been linked via the database to more 

than 2 000 suspects. Of these, 83 interstate suspects were 

linked to Queensland crime scenes and 22 Queensland 

crime scenes were linked to interstate crime scenes. 

Forensic Services 

As a forensic service provider accredited by the National 

Association of Testing Authorities (NATA), QPS Forensic 

Services support criminal investigations by providing 

quality assured crime scene and laboratory services. 

These services have recently been enhanced as a result 

of the successful transition across the State from film to 

digital photography. 

Accompanying this transition was the acquisition of 

rugged laptop computers capable of recording and 

wirelessly transmitting digital crime scene images 

and data under harsh environmental conditions. This 

equipment allows police forensic officers, including 

those working in remote areas, to make vital crime 

scene information available to other forensic experts 

and investigators much more rapidly than was 

previously possible. The use of mobile data saves police 

time by eliminating the need to duplicate data entry 

and has enabled Queensland Police Forensic Services to 

save resources by adopting a paperless case file system. 

Innovation, commitment and cutting edge technology ensure Queensland’s forensic services are of the highest standard. 



go to www.crimestoppers.com.au 

Crime Stoppers 

Youth Challenge Program 

Crime Stoppers Unit, in partnership with Crime Stoppers 

Queensland Limited, has enhanced the ability to obtain 

information on who is responsible for crimes, or 

information leading to the arrest of people for certain 

crimes. 

Strategic initiatives included the Youth Challenge 

Program, the interactive website at www.qld. 

crimestoppers.com.au, and the joint Crime Stoppers 

and Missing Persons Units’ marketing and promotional 

activities which were conducted across the State. 

The Crime Stoppers Youth Challenge is an educational 

competition based program for students in Years 6 to 12 

in Queensland schools and youth organisations. It is 

designed to help young people understand the context 

of crime, crime solving processes and the impact of 

crime within the community. The 2008 Youth Crime 

Challenge was launched in March 2008 with the topic 

of Arson. This initiative will incorporate regional awards 

prior to the presentation to the overall winner in 

Brisbane in November 2008. 

Investigation of missing people 

The Missing Persons Unit (MPU) continued to 

overview a yearly average of 4 500 cases reported in 

Queensland. The MPU offers specialised support and 

advice to regions and liaises closely with the Homicide 

Investigation Unit when investigating suspicious 

disappearances. The MPU collaborates with the Crime 

Stoppers Unit for promotional activities at regional 

agricultural shows and major events. Recent media 

exposure through the Missing Persons Unit television 

program has favourably profiled the QPS MPU. 



Key priority area—Property security 

Fraud and corporate crime 

The Fraud and Corporate Crime Group hosted the 

National Nigerian Fraud Symposium in October 2007. 

Presenters and attendees were from Nigeria, Ghana, 

Philippines, Hong Kong, United States of America and 

New Zealand. The symposium facilitated interaction, 

information exchange and cooperation between 

stakeholders involved in preventing and responding to 

Nigerian fraud. It also increased public awareness of 

the gambit of scams that operate under the umbrella of 

‘Nigerian fraud’ and enhanced community confidence in 

law enforcement’s ability to respond to these crimes. 

As a consequence of the symposium, arrests were made 

in Nigeria of criminals offending against Queensland 

residents, further strengthening relations between the 

Nigerian Economic Financial Crime Commission and the 

QPS Fraud and Corporate Crime Group. 

The Fraud and Corporate Crime Group also facilitated 

two Fraud Investigation Summits for a variety of other 

agencies to enhance skills and knowledge in fraud 

investigation. 

During 2007-08 the Fraud and Corporate Crime Group 

launched the eBay project, which enables victims of 

online auction fraud to report offences online. This 

national project conducted by the QPS enables any 

victim in Australia to report online, with a report then 

generated and directed electronically to the relevant law 

enforcement agency. In the case of an overseas suspect, 

an Interpol intelligence report is generated to enable 

the relevant jurisdiction to be advised. The project 

also enables the collation of reports to identify serial 

offenders operating across jurisdictions. 

Combating graffiti 

As part of the Government’s response to graffiti crime, 

amendments to the Summary Offences Act 2005 that 

prohibit the public sale of spray paint to people aged 

under 18 years commenced on 3 September 2007. 

Police now have the power to stop, detain and search 

persons and vehicles and to seize property that may 

provide evidence of the unlawful sale of spray paint to 

minors. 

Police are actively engaged in combating graffiti offences. 



Outlaw motor cycle gangs are an ongoing investigative and intelligence priority for the QPS—due to their known involvement in 

criminal activity and propensity for violence. 

Key priority area—Significant 

criminal networks 

Outlaw motor cycle gangs 

An Outlaw Motor Cycle Gang Task Force was established 

in 2006 to direct QPS strategies aimed at disrupting and 

dismantling these gangs in Queensland. 

The task force has designed and implemented a road 

management plan which has been used collaboratively 

with regional police to target national gang-organised 

bike runs, poker runs and bike shows. This initiative 

has enabled significant intelligence to be gathered 

and has led to the enforcement of criminal and traffic 

offences against gang members and associates. The 

positive outcomes of the road management plan were 

discussed by delegates at the National Outlaw Motor Cycle 

Gang Conference hosted by the task force in May 2008. 

Heavy vehicle investigations 

In 2007-08, State Crime Operations Command established 

the Heavy Vehicle Investigation Team targeting organised 

heavy vehicle crime, traffic offences and intelligence 

gathering on cross border issues, such as the interstate 

transportation of illicit drugs and property. 

The team works in collaboration with the State Traffic 

Task Force, regional police and external agencies 

to provide a multi-agency and multi-jurisdictional 

enforcement response to heavy vehicle crime. 

Since December 2007, over 1 000 heavy vehicles have 

been intercepted by Heavy Vehicle Investigation Team 

members. A number of heavy vehicle operators have 

been prosecuted for the supply of dangerous drugs 

(amphetamines) to other drivers within the industry. 



Major drug initiatives 

‘Project STOP’, a joint 

initiative of the Pharmacy 

Guild of Queensland and 

the QPS has led to a 

significant decline in 

pseudoephedrine based 

products, predominantly 

over-the-counter cold 

and flu medications, 

being diverted from 

pharmacies to the manufacture 

of methylamphetamine. 

The success of the project in 

Queensland has led to the Commonwealth Government 

funding a national roll-out of the project across all 

other Australian jurisdictions in 2008. 

Since 2006, the QPS has been represented on the 

Queensland Government’s ‘Ice Breaker’ Strategy 

Task Force. The implementation of taskforce 

recommendations in 2007 has assisted in developing 

a more holistic approach by government, law 

enforcement and health practitioners to minimise the 

harm associated with amphetamine-type substances 

(ATS) for communities across Queensland. 

To assist frontline police and enhance operational 

awareness of illicit drugs and the handling of drug 

affected persons in the community, the State Drug 

Investigation Unit, in partnership with a number of 

external stakeholders, has produced several training 

initiatives and CD ROMs. ‘Beneath the Ice’ details the 

effects of crystal methamphetamine (‘ice’) and related 

harms, and ‘Ecstasy and Other Related Drugs’ deals 

with people on MDMA (‘Ecstasy’) and other related 

synthetic drugs. 

Intelligence gathering 

The Titan Threat/Risk Assessment Model, developed 

and implemented by the State Intelligence Group (SIG), 

enables police to identify, monitor and target significant 

criminal networks. The Titan Model has facilitated 

more efficient and effective allocation of resources at 

Service, regional and district levels. 

The significant increase in the number of criminal 

networks identified in 2007-08 compared to the 

previous period, demonstrates the value of the Titan 

Model as an important mechanism for recording the 

extent of networks operating in Queensland. 

Officers peruse the Beneath the Ice CD-ROM. 




An advanced fee fraud reporting portal will be developed 

based on the eBay project. This will enable victims of 

advanced fee fraud to report offences online, with 

provision for notification to Nigeria and other West 

African countries where suspects often reside. A strategy 

will also be developed to combat fraud against the elderly. 

The Forensic Computing Regional Capability project 

will be launched in 2008-09 using dedicated software 

researched and developed at the Forensic Computer 

Examination Unit. This will enable identified regional 

officers to attain skills and knowledge in digital 

recovery techniques in order to service the growing 

demand for forensic computing examination services. 

The Stolen Property Identification Recovery System is 

to be enhanced to support internet-based investigations 

involving property on internet sites such as eBay. 

The Child Safety and Sexual Crime Group will produce 

‘Internet Safety for Parents’, a DVD that offers parental 

guidance and advice to replace the ‘Who’s chatting to 

your kids?’ internet safety program. 

Building trust at Burdekin 

Sergeant Darian Greenough is a winner, not only in the hearts of those he helps 

in Burdekin, but as recent recipient of the North Queensland Fellowship Award 

as part of the Eli Lilly Rotary Sunflower Awards for 2007. 

As Officer in Charge of Home Hill Station, Sergeant Greenough has earned 

the trust and respect of individuals and families in Burdekin for his 

patient, skilled and sensitive interventions at times of great fear and 

distress. 

Living in a rural community with limited 

community services, Sergeant Greenough 

is called upon to assist people in accessing 

mental health services when their decisionmaking 

capacity is impaired. Going beyond 

the call of duty, he has made a deeply valued 

contribution to the safety, treatment and care 

of people with mental illness when they have 

been vulnerable and at great risk. 

‘While having received police medals, and a 

commendation some years ago, this award 

feels special as it has come my way via the 

community for treating people how I would 

wish to be treated if the shoe was on the other 

foot,’ Sergeant Greenough said. 



Output 3 


Random breath testing aims 

to achieve changes in driver 

behaviour by maximising the 

exposure of drivers to police 

enforcement. 

Hand-held laser speed detection devices assist in curbing irresponsible behaviour by drivers 

who persist in speeding. 

38 


Output3: Traffic Management



• Road safety initiatives 

• Traffic policing 

The QPS plays an integral role in the regulation and 

control of traffic in Queensland with the overall aim 

of reducing the incidence of road trauma. This role is 

undertaken in partnership with a variety of government 

and non-government agencies. 

The strategic framework for road safety strategies and 

initiatives in Queensland is derived from a number 

of sources, namely the National Road Safety Strategy 

(2001-2010); the Queensland Road Safety Strategy 

2004-2011; and supporting Federal and State Road 

Safety Action Plans. 

Percentage of time directed to Traffic Management 

2004-05 20.9% 

2005-06 20.8% 

2006-07 20.7% 

2007-08 20.6% 

0% 5% 10% 15% 20% 25% 30% 35% 40% 


2007-08 $291M 

2006-07 $265M 

2005-06 $247M 

2004-05 $220M 

Strategies 

• Work in partnership with the community and other government agencies to develop and implement road 

safety education and crash prevention programs. 

• Work with all stakeholders to identify and address traffic problems. 

• Promote road safety and compliance through a highly visible police presence on Queensland roads. 

• Provide a timely and effective response to traffic incidents. 

• Provide random and targeted traffic enforcement supported by research, intelligence, marketing and 

technology. 

Output3: Traffic Management 


Key priority area—Road safety 

initiatives 

The National Road Safety Strategy 2001-2010 aims to 

reduce the annual number of road deaths per 100 000 

population by 40 percent to no more than 5.6 deaths 

per 100 000 population by December 2010. 

The graph below depicts the rate of Queensland road 

deaths per 100 000 population from 1975 to 2007. 

Queensland road fatalilty rate per 100 000 population (1975-2007) 

35 

30 

30.96 

25 

24.58 

Fatality rate per 100 000 population 

Fatality Rate 

20 

15 

10 

19.52 

13.76 

13.34 

13.73 

12.73 

13.12 

13.97 

11.53 

10.6 

8.09 

8.97 

8.9 

8.93 

8.7 

8.16 

8 

8.3 

8.2 

8.6 

5 

0 

1975 1980 1985 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 

Source: Australian Transport Safety Bureau 2008 

The 2007 road toll stood at 360 deaths. Compared 

with the previous five-year average, the road toll in 

2007 increased by 12%. This was the highest road toll 

recorded since 1997, when 360 people lost their lives 

on Queensland roads. 

It is generally recognised that factors such as strong 

economic activity and population growth have an 

influence on road trauma trends. Over the last five 

years, Queensland has experienced the highest rate of 

population growth in the country. 

As at midnight 30 June 2008, 158 people have been 

killed on Queensland’s roads, 29 lives less than the 

same period in 2007. 

Random Roadside Drug Testing is designed to curb driver impairment 

and reduce road trauma. 



Save a Life a Week Campaign 

the 2008 road toll by an average of one life per week 

compared to the 360 lives lost in 2007. 

The vast majority of crashes are preventable, and in an 

effort to keep public attention focused on road safety, 

the Courier Mail publishes at least one story per week 

on the issue. What makes the Save a Life a Week 

campaign unique is that many of the stories are told 

from the point of view of families and loved ones of 

those affected by road trauma. 

The aim of this campaign is to increase awareness of 

common causes of road crashes, promote safe driving 

behaviours and attitudes, and ultimately result in a 

reduction in road trauma on Queensland roads. 

The Save a Life a Week Campaign is a joint initiative 

between the Queensland Police Service, Queensland 

Government and the Courier Mail, to try and reduce 

Jet’s Law 

In February 2004, 22-month-old Jet Rowland was killed 

after a driver suffering an epileptic fit crashed into the 

family car on the Logan Motorway, south of Brisbane. 

Jet's death inspired the introduction of medical 

condition reporting legislation that requires motorists 

to report to both their doctors and Queensland 

Transport any serious and long-term medical 

conditions that affect their ability to drive. 

Commonly known as ‘Jet’s Law’ this new legislation 

has already caused an increase in the rate of reporting. 



An officer tests a driver during a Random Roadside Drug Testing exercise. 

Drug driving 

Since random drug testing commenced on 1 December 

2007, police have conducted more than 7 050 tests 

across the State. 

On average, 1 in 65 drivers tested positive to a relevant 

drug (Methamphetamine—Speed, MDMA—Ecstasy, and 

THC—Cannabis). 

Drugs significantly affect motorists' skills and reaction 

times, hindering the functions they require to drive 

safely. This is another important step toward lowering 

the Queensland road toll and preventing injury caused 

by road crashes. 

Road Safety Initiatives Package 

The Queensland Government granted an extension 

of the Road Safety Initiatives Package (RSIP) for the 

2007-08 financial year. In total the Queensland Police 

Service received an additional $15.6 million in funding. 

RSIP funding provides an additional 600 officer hours 

per day of non camera enforcement activity over peak 

holiday periods (120 days in total). Remaining funding 

is utilised to support the administration of the Traffic 

Camera Office, and camera operations. 

Rural and Remote Road Safety Study 

During the 2007-08 financial year, the QPS continued 

to support the Centre for Accident Research and Road 

Safety Queensland’s Rural and Remote Road Safety Project. 

This project commenced in mid 2003 and concluded in 

mid 2008. As part of this study, researchers visited 

North Queensland crash sites and with the in-kind support of 

Queensland Health, interviewed hospitalised patients in 

order to ascertain the circumstances immediately prior to 

the crashes occurring. 

The research findings provide significant insight into 

the circumstances leading up to road crashes. 



Key priority area—Traffic policing 

Speed management strategy 

The QPS commenced the Speed Camera Program in 

1997 as part of Queensland’s Speed Management 

Strategy. At the commencement of the program, five 

per cent of vehicles monitored by speed cameras were 

detected committing an offence. The success of the 

program is indicated by the reduction in this level to 

0.69 per cent during 2007. 

The Police Service operated 30 speed cameras during 

the reporting period. In addition to speed camera 

operations during the 2007 calendar year, the Police 

Service allocated 208 489 officer hours towards noncamera 

on-road speed enforcement. 

To reduce the number of crashes at intersections 

controlled by traffic signals, the Police Service uses 

35 red light cameras, rotated among 140 sites in 

Queensland. During 2007, over 35 000 red light 

camera detected infringement notices were issued, 

which equated to 0.06% of the total number of vehicles 

monitored. 

The Speed Management Program is an integral part of 

the Queensland Road Safety Program as speed is a major 

contributing factor to both injury and fatal road crashes. 

New generation speed camera 

vehicle 

After extensive trials during 2007, the QPS introduced 

the Mercedes Vito van to the mobile speed camera 

vehicle fleet. This heavily modified speed camera 

module includes dramatic refinements in terms of 

operator comfort, safety and effectiveness. 

Other vehicles evaluated and added to the mobile speed 

camera vehicle fleet during the 2007-08 period included 

Mitsubishi Pajero and Nissan Patrol 4WD vehicles. 

The roll out of the new vehicle fleet is expected to be 

completed by December 2008. 



Fixed speed cameras 

On 14 December 2007 Queensland’s first two fixed 

speed cameras commenced operation at Kangaroo Point 

and Burpengary. The activation of a third fixed speed 

camera at Tarragindi marked the completion of the first 

stage in the implementation of fixed cameras. 

These cameras have already caused a steady increase in 

camera detected offences since their inception. 

The Intelligent Traffic Camera System Project has 

commenced and identified the future requirements of 

the QPS Camera Detected Offence Program’s transition 

to digital technology. 

Deterring drink driving 

The Random Breath Testing Program is based on the 

principle of ‘general deterrence,’ which aims to achieve 

widespread changes in driver behaviour by maximising 

the exposure of drivers to police enforcement. 

The Service exceeded its year 2007 breath testing target, 

conducting 3 076 419 breath tests at a ratio of 1.1:1 

tests per licensed driver. This is the highest rate of 

breath-testing of any police jurisdiction in Australia 

and exceeded the Parliamentary Travelsafe Committee 

breath-testing target by 9%. 

During the 2007 calendar year, 1% of all breath tests 

were in excess of the prescribed legal limit. The 

previous year (2006) saw a result of 1.1% of total tests 

in excess of the legal limit. 

In excess of 201 500 officer hours were dedicated to 

breath testing duties during 2007. 

In December 2007, the QPS commenced the replacement 

of its roadside breath testing devices with the Lion 

Alcolmeter SD-400 Plus device, which has Global 

Positioning Satellite (GPS) technology. These devices 

allow the position of each breath test to be precisely 

recorded and also allow police to accurately record 

the position of traffic crashes and general traffic 

interceptions. 

The new devices have been deployed to the State Traffic 

Task Force and the North Coast Police Region. 

Fixed speed cameras have been introduced in Queensland to help reduce the road toll. 



Q-cars 

Between 20 December 2007 and 31 March 2008 a trial of 

two Q-cars was undertaken as part of the Government’s 

commitment to reducing the number of deaths on our 

roads. The aim of Q-cars is to target serial and dangerous 

traffic offenders where other conventional traffic 

enforcement strategies may not be effective. 

During the trial period, Q-cars were deployed on 120 

occasions and travelled 33 813 kilometres. 1 480 offences 

were recorded, an average of 12 offences per deployment. 

A large proportion of life endangering offences were 

detected (1 210): 718 (59%) speeding offences; 183 (15%) 

mobile phone offences; and 72 (6%) fail to wear seat 

belt offences. In comparison, two high visibility marked 

vehicles detected 485 life endangering offences during the 

same period. 

The two current Q-cars will continue to be used throughout 

the police regions by the State Traffic Task Force with 

an emphasis on targeting life endangering offences. 

Vehicle impoundment legislation 

Vehicle impoundment for Type 1 vehicle 

related offences 

Type 1 vehicle related offences or ‘Hoon’ offences 

involve offences where the driver of a motor vehicle is 

detected committing a street race, time trial or burn out 

offence. 

Since inception of the anti-hoon legislation under the 

Police Powers and Responsibilities Act 2000 up to and 

including 30 June 2008, a total of 4,665 vehicles have 

been confiscated by the QPS for a period of 48 hours. 

A total of 92 offenders have been detected on a 

second occasion committing a prescribed offence that 

is commonly referred to as a Type 1 offence. When 

a person is charged with the same type 1 offence for 

a second time within a three year period, the police 

officer can impound the motor vehicle for 48 hours 

during which time application is made to a Magistrate 

to impound the motor vehicle for a further period of up 

to three months. 

As at 30 June 2008, nine offenders have been detected 

committing a third prescribed type 1 offence. When a 

person is charged with their third or subsequent type 1 

vehicle related offence within a three year period, the 

police officer can impound the motor vehicle for a 48 

hour period, during which time application is made to a 

Magistrate to forfeit the motor vehicle to the State. 

Vehicle impoundment for Type 2 vehicle 

related offences 

On 1 July 2007, laws were introduced in Queensland 

under the Police Powers and Responsibilities Act 2000 

which expanded the use of vehicle impoundment 

as a sanction targeting drivers who repeatedly drive 

unregistered and uninsured vehicles; drive while unlicensed 

or disqualified; drink drive over 0.15%; fail to supply 

a specimen of breath/blood; drive under 24 hour 

suspension; and drive illegally modified vehicles. 

If a person is charged with more than one offence in 

the same category within a three year period, police 

may impound the vehicle for 48 hours (on all repeat 

offences) and must make an application for a further 

three month impoundment (for all second repeat offences) 

or forfeiture order (for all third repeat offences and higher). 

This legislation has been piloted in the North Coast and 

Southern Police Regions since 1 July 2007 and was 

expanded to include the South Eastern Police Region on 

1 December 2007. 

As at 30 June 2008, police had impounded 1,708 motor 

vehicles across these three police regions for a 48 hour 

period. The majority of these motor vehicles (1,526 or 

89%) were impounded as a result of repeat unlicensed 

or disqualified driving. In addition, 263 motor vehicles 

have been impounded and are eligible for a further period 

of up to three months, and 5 motor vehicles have been 

forfeited to the State by the courts. 

The expansion of this legislation to all remaining police 

regions in Queensland will commence on 1 July 2008. 




Road safety related initiatives scheduled for 

implementation during 2008-09 include: 

• expansion of the Roadside Drug Testing Unit 

• statewide expansion of Type 2 vehicle 

impoundment legislation in Queensland on 

1 July 2008 

• the development and implementation of the 

Intelligent Traffic Analysis System 

• Heavy Vehicle Driver Fatigue Management 

Regulations will commence in Queensland 

• the new Lion Alcolmeter SD-400 Plus roadside 

breathtesting devices already deployed to the State 

Traffic Task Force and the North Coast Police 

Region will be deployed throughout the remainder 

of the State 

• continuation of the Road Safety Initiatives Package 

through 2008-09, increasing the amount of on-road 

non camera enforcement activity. 

A highly visible presence on roads contributes to road safety in Queensland. 



Award for Shem 

‘It took five seconds to change my life forever 

and it took five seconds to end a life. ’ 

For Shem Aitken, this sentence sums up a tragic single 

vehicle crash on the Gold Coast in 2004, which saw 

him become a paraplegic and his friend, who was 

driving, killed. 

However, in his own words he has chosen ‘to make 

the best out of a bad situation’ and was recently 

presented the Commissioner’s Certificate of Appreciation 

for his involvement in road safety initiatives. 

The recognition came following Shem’s involvement 

as a spokesperson for the 2007 Easter Road Safety 

Campaign which focused on young drivers. 

Shem also regularly speaks to school students about 

road safety awareness and participated in the 2006 

Queensland Road Safety Summit providing input to 

new laws about P-Plates. 

Shem has a positive outlook, and has used his 

personal circumstances to demonstrate to his peers 

how trauma on the roads can change life forever. 

Shem said he was realistic about his goal. He could 

not stop all serious road crashes, but wanted to reduce 

them and hoped he could make young drivers aware 

of the outcomes of irresponsible driving. 

‘Before the crash I thought I was ten feet tall and 

bullet proof. I was naïve towards what could happen’ 

he said. ‘I spent eight months in hospital and I vowed 

to spend my time promoting road awareness. I don’t 

want to see anyone else in the same position as me.’ 

Shem Aitken, receiving a Certificate of Appreciation from Commissioner Bob Atkinson for his involvement in road safety 

initiatives. 



Output 4 

Professional Standards and 

Ethical Practice 

The Service dedicates significant resources to 

training its members, ensuring the delivery of 

a professional policing service to the people 

of Queensland. 


Output 4: Professional 

Standards and Ethical Practice



• Training and professional development 

• Ethical conduct and integrity 

• Public accountability 

The Queensland community has the right to expect a 

professional, ethical and accountable police service. 

The Service commits significant resources towards 

monitoring and enhancing the ethical standards of its 

employees. 

This output describes activities that ensure the Service 

is both professional and publicly accountable. The 

services provided in accordance with this output 

include training, internal investigations, audit, 

risk management, strategic planning, research and 

integrated policy development. The Service provides 

both pre-service and in-service training designed to 

establish and maintain a professional standard of 

policing for the Queensland community. 

Percentage of time directed to Professional Standards and Ethical Practice 

2004-05 14.4% 

2005-06 15.2% 

2006-07 16.1% 

2007-08 16.6% 

0% 5% 10% 15% 20% 25% 30% 35% 40% 


2007-08 $235M 

2006-07 $206M 

2005-06 $179M 

2004-05 $152M 

Strategies 

• Provide appropriate and effective pre-service training for police recruits. 

• Provide access to in-service professional development programs for all staff as required. 

• Engender ethical behaviour in all Service employees. 

• Promote professionalism and ethical practice. 

• Support high standards of ethical conduct, educate staff in ethical standards and monitor performance. 

• Ensure a timely, measured and consistent response to potential, alleged and actual inappropriate behaviour. 

• Support witnesses who identify inappropriate unethical conduct. 

• Demonstrate public accountability by providing appropriate, accurate and timely information to Government 

and the community. 

• Provide advice to Government on policing matters. 

• Provide appropriate and timely information to the public, and support community awareness programs through 

the use of media and public relations strategies. 

• Constantly review and support corporate governance strategies. 


Standards and Ethical Practice 


Key priority area—Training and 

professional development 

The Queensland Police Service has an extensive 

training program available to its employees through the 

Queensland Police Service Academy. 

The major centres for training are the Queensland Police 

Service Academy, Oxley, the North Queensland Campus, 

Townsville, and the Queensland Police College, Chelmer. 

Major training programs offered by the Service are 

outlined below. 

Police Recruit Operational Vocational 

Education Program 

This program is designed to give recruits sufficient 

skills and knowledge in front-line policing to enable 

graduates to perform the duties of a first year constable 

under supervision. During the year 612 new officers 

graduated from the Oxley and Townsville police academies. 

Police Abridged Competency Education 

Program 

This course is designed to train former QPS officers or 

officers with previous policing experience from other 

jurisdictions. During the year 79 recruits graduated. 

Re-joiner Abridged Competency Education 

Program 

The program delivers a revision course for police officers 

who have rejoined the QPS after an absence of less than 

12 months. During the year 13 recruits graduated. 

First Year Constable Program 

This program delivers on the job, competency-based 

training and mentoring for first year constables. During 

the year 706 first year constables were enrolled in the 

program. 

Constable Development Program 

This three-year elective program enhances the operational 

skills of constables, and develops the leadership skills 

necessary to prepare them for the rank of senior constable. 

During the year 396 constables graduated. 

Management Development Program 

This program offers the knowledge and skills necessary 

for officers to make transition to the ranks of sergeant, 

senior sergeant and inspector. A total of 2 459 officers 

enrolled in units offered by this program. 

Officer in Charge Program 

This program is a competency-based, distance education 

training program, aimed at developing an officer’s 

ability to perform the roles and functions of an officer 

in charge of any QPS work unit. During 2007-08, 460 

officers enrolled in this program. 

Assessment Centre Program 

This program conducts assessment centres for senior 

sergeants to assist in determining their suitability for 

promotion to commissioned rank. During the year, 

9 assessment centres were conducted with 50 senior 

sergeants undertaking the 2-day program. 

Policing Skills Program 

Operational skills and tactics training is delivered to 

both pre-service and in-service personnel under this 

program. Training is specifically designed to increase 

officer and public safety, improve decision making 

skills, enhance teamwork and review use of force 

options. Training was provided to 788 pre-service 

personnel, 684 first year constables and 500 instructors 

during 2007-08. 

All police officers up to and including the rank of 

senior sergeant are required to undertake Operational 

Skills and Tactics training twice yearly. 

Investigations and Intelligence Training 

Program 

Nationally recognised diploma-level training, involving 

a graduated learning phases approach, is offered 

through this program in the areas of investigation 

and intelligence. 514 officers were provided with 

investigative skills training with 134 officers completing 

the requirements for an Advanced Diploma of Public 

Safety (Police Investigation). Another 237 members 

of the QPS were enrolled in the Advanced Diploma of 

Public Safety (Police Intelligence) with 11 officers being 

awarded the diploma as at 30 June 2008. Training 

support was also provided to 159 staff undertaking a 

Basic Intelligence course. 

Education and Training Support Program 

This program is responsible for: 

• providing support for research, design, development 

and evaluation of courses and training programs 

• managing QPS registered training organisation status 

• developing and distributing flexible learning 

products (eg online, competency based units) and 

administering the Competency Acquisition Program. 

The program has undertaken 36 projects during 

the reporting period. It has also ensured the QPS 

maintained its registered training organisation 

status for the delivery of 17 national qualifications 

and 7 accredited courses as well administering 990 

traineeships on behalf of the Service. There are 

currently 105 Competency Acquisition Program 

units available for learners, with 41 672 Competency 

Acquisition Program units being completed by members 

of the Service during 2007-08. 




Staff Member Training and Development 

Program 

Around one third of the QPS are civilian staff members. 

During 2007-08: 

• 185 new and continuing staff members enrolled in 

the Certificate IV in Government 

• 77 staff members enrolled in the Diploma of 

Business (Frontline Management) 

• 41 staff members received training through the 

Advanced Diploma in Government delivered 

through a contracted external training provider to 

AO4 and OO6 staff members 

• 35 Police Liaison Officers enrolled in and completed 

the Certificate II in Public Safety (Police Liaison). 

A further 35 police liaison officers enrolled in the 

Certificate III in Public Safety (Police Liaison). 

Justice Entry Program 

This program forms part of a recruitment and career 

development strategy targeting Aboriginal and Torres 

Strait Islander people. Program participants are 

employed as trainees and upon successful completion 

of the course, gain direct entry to the recruit training 

program. In the year under review, nine people entered 

the recruit training program. 

Leadership and Mentoring Program for 

Women 

This program encourages and supports women to 

develop the skills to undertake management roles 

within the QPS, and contributes to achieving equal 

employment opportunity targets. In November, 16 

women graduated from the 2007 program. A further 

29 women commenced the program in May 2008. 

The Staff Member Training and Development Program 

also delivered a range of professional development 

training including Corporate Induction to 528 staff 

members around the State. 

Detective Acting Inspector Graham Clark, Constable Mal Clark and Senior Sergeant Brad Clark welcome youngest brother 

Constable Murray Clark into the police family. 




Key priority area—Ethical conduct 

and integrity 

The Service is committed to the promotion and 

maintenance of the highest standard of ethical 

behaviour. The Queensland Police Service Code of 

Conduct supports the Public Sector Ethics Act 1994 

in establishing standards and principles to assist all 

members determine what constitutes ethical, lawful and 

proper behaviour. Our code of conduct can be viewed 

at: www.police.qld.gov.au/services/reportsPublications/ 

Ethical Standards Command 

Ethical Standards Command (ESC) manages the internal 

complaint system, and promotes ethical behaviour and 

professional practice within the Service. The work of 

ESC is supported by a strong partnership with the Crime 

and Misconduct Commission and Professional Practice 

Managers in each region and command. 

Complaints against members of the Service 

In the 2007-08 financial year, the Service received 2 267 

complaints against its personnel, which is an increase of 

163 complaints from 2006-07. 

The Internal Investigations Branch investigated all five 

matters involving a death in custody in 2007-08. 

Audits, inspections and reviews 

Internal Audit is an independent function established 

within the QPS to report to the Commissioner on 

compliance with the Financial Administration and 

Audit Act 1977. 

In 2007-08, the Unit undertook reviews of 

organisational activities supporting service delivery and 

the whole-of-Government Shared Services Initiative, 

as well as the management of finances, assets, ICT and 

human resources. 

The Inspectorate and Evaluation Branch conducted 

three general audits specifically requested by regions 

and six inspections in relation to issues of Service-wide 

significance: 

• District disaster management 

• Random Breath Testing 

• Special Emergency Response Team (SERT) Human 

Resources 

• Traffic Branches 

• Removal of prisoners from Corrective Services 

facilities by police officers 

• Dog Squad Drug Bunker. 

Eleven major reviews/evaluations were completed 

during 2007-08. These included: 

• Recruitment practices in the QPS—a review of the 

barriers 

• Evaluation of the 2007 Crime Stoppers Youth 

Challenge 

• Evaluation of the three Rs—Rights, Respect and 

Responsibility 

• Project U-Turn (Phase 2): final report on the impact 

of the Queensland program 

• Review of Queensland Police Drug Detection Dogs. 

The Inspectorate and Evaluation Branch developed an 

‘Inspections Skills’ workshop for commissioned officers 

to enhance skills throughout the Service. This project 

supported the Internal Audit and Inspectorate and 

Evaluation Branch Charter to ‘conduct audit awareness 

and training for managers and stakeholders’. 

Audit Committee 

The QPS Audit Committee assists the Commissioner in 

the review of the internal audit function and annual 

financial statements. The Audit Committee has 

observed the terms of its charter and had due regard to 

Queensland Treasury’s Audit Committee Guidelines. 

Membership of the Audit Committee as at 30 June 2008 

included: 

• Mr G Carpenter, Consultant (Chair) 

• Assistant Commissioner, Ethical Standards 

Command 

• Assistant Commissioner, Metropolitan South 

Region 

• Director, Administration Division. 

Activities of the Audit Committee in the financial period 

2007-08 included: 

• reviewing audit reports and other papers including 

those related to the production of the annual report 

• monitoring the implementation of audit 

recommendations 

• reviewing the performance of Internal Audit and 

the Inspectorate and Evaluation Branch 

• reviewing the Audit Committee Charter and the 

Charters of Internal Audit and the Inspectorate and 

Evaluation Branch 

• endorsing the annual financial statements 

• reviewing committee activities, performance of 

committee members and providing feedback to the 

Commissioner. 




Project Verity 

This project, conducted in partnership with the Crime 

and Misconduct Commission, has three objectives: 

• to develop a viable and effective framework for 

enhancing local managerial responsibility for some 

types of misconduct complaints within the QPS 

• to develop a viable and effective framework for 

Crime and Misconduct Commission and QPS 

monitoring of the management of misconduct 

complaints under a devolved structure 

• to introduce an administrative consensual 

process to produce more timely and appropriate 

disciplinary outcomes. 

Project Verity is currently being trialled in the North 

Coast Region and Metropolitan North Region and will 

be extended Service wide in 2009. 

Ethical conduct and integrity training 

Discipline and ethical awareness training has been 

provided on a statewide basis. This proactive education 

and training emphasises self-regulation and ethical 

decision-making. During this financial year 121 courses 

and sessions were delivered to 2 133 participants as 

follows: 

• Managerial Resolution Course (23 courses; 

310 attendees) 

• Discipline Investigation Course (18 courses; 

224 attendees) 

• Discipline Hearings Course (7 courses; 52 attendees) 

• Meeting the Challenge Course (57 sessions; 

1 292 attendees) 

• Ethical Awareness Sessions (16 sessions; 

255 attendees). 

Ethical awareness sessions are included in the Staff 

Members Induction Course, Police Liaison Officers 

Induction Course, Queensland Police Union of Employees 

Branch Officials Course and sessions delivered to external 

agencies such as QUT students and the Prostitution 

Licensing Authority. 

Police are involved in community liaison committees and in crime prevention programs. Such initiatives foster greater safety, 

help to eliminate barriers and promote trust. 




Risk assessments and risk management 

Risk assessments were completed on officers, work 

environments, duty types or any combination of these 

factors posing a potential risk to the Service. This year 

there has also been a response to 599 requests for 

intelligence data to assist a number of internal clients 

and external agencies to perform their functions. 

Intelligence data comprises a broad range of information 

on officers under investigation or on those identified in 

a risk assessment process. 

Other key risk management and business continuity 

planning activities in 2007-08 included: 

• development of a revised Corporate Risk Register 

• provision of specialist training to managers and 

enhancement of existing training packages 

• development of local risk management plans 

• the ongoing operation of the Risk Management 

Committee. 

Risk Management Committee 

The Risk Management Committee’s membership 

included: 

• Assistant Commissioner Ethical Standards 

Command (Chair) 




• Director Finance Division 

• Director Office of the Commissioner 

• QPS Solicitor 

• One regional Assistant Commissioner 

• Risk Management Coordinator. 

In 2007-08 the Risk Management Committee addressed 

the following issues: 

• contingent liability and insurance performance 

• exception reporting processes 

• corporate waste management 

• QPS vehicle accident statistics 

• internal security and supervision of contract 

personnel 

• risk management training 

• property issues including property training officers 

and safety of property offices/storage of hazardous 

material 

• information security management 

• Corporate Risk Register review 

• mandatory risk items review 

• grants management processes. 

Probity checks 

ESC is responsible for conducting probity checks 

in relation to promotions and awards. During the 

reporting period, 8 893 individual probity checks 

were conducted in line with the Service’s philosophy 

of maintaining the highest standards of personal and 

organisational integrity. 

Corruption Prevention Plan 

In 2007-08 the QPS produced a whole-of-Service 

Corruption Prevention Plan, in accordance with the 

Police Service Administration Act 1990 and Whistle 

Blowers Protection Act 1994. The framework for this 

plan is based on four pillars: 

1. the QPS corporate governance framework for 

corruption prevention 

2. a strategic framework to ensure that the QPS 

remains a corruption resistant organisation 

3. individual commitment: “Integrity is everyone’s 

business” 

4. a quick reference guide to ethical decision making, 

called the SELF Test. 

Between December 2007 and June 2008, training on 

the QPS Corruption Prevention Plan and its strategic 

importance to the QPS Risk Management Policy was 

provided to 741 supervisors/managers. 

Internal Witness Support Program 

The Internal Witness Support Program is integral in 

promoting a climate where employees are prepared 

to report the suspected inappropriate behaviour of 

their peers. Under the Police Service Administration 

Act 1990, members have a mandatory obligation to 

report matters of suspected misconduct or breaches of 

discipline. During 2007-08 advice and assistance were 

provided to 80 members in respect to internal witness 

issues. 

Whistleblowers Protection Act 1994 

In accordance with section 30 of the Whistleblowers’ 

Protection Act 1994, it is reported that there were no 

public interest disclosures made during 2007-08. 




Key priority area—Public 

accountability 

The Office of the Commissioner has continued to 

provide support and advice to the Commissioner 

and Senior Executive in relation to strategic policy, 

planning, performance management and accountability. 

Project management 

In 2007, the Office of the Commissioner initiated a 

Project Management Improvement Program to improve 

portfolio, program and project management. 

The following processes and systems have been 

specifically designed and customised for the QPS: 

• Project Portfolio Management—the QPS has 

developed a project portfolio management 

methodology that assesses the attractiveness, 

achievability and affordability of prospective 

investments. 

• Project Gating Process—a series of decision points 

have been established to provide controls during 

the lifecycle of a project, from strategic assessment 

through to project closure and benefits realisation. 

• Project Management Methodology—the QPS has 

adopted the whole-of-Government standard for 

project management, PRINCE2. Guidelines and 

templates have been developed and published to 

support projects in applying PRINCE2. 

• Benefits Management—a benefits management 

framework and user guide have been developed. 

This will be further enhanced in 2008-09. 

The result of this work is improved capability within 

the Service to successfully initiate and execute projects, 

ensuring Police Service projects deliver benefits to 

Queensland Government and the community. 

Santa’s willing helpers 

During the 2007 QPS Christmas Gift Drive, QPS 

members donated 402 gifts to less fortunate 

children. Headquarters switch room operators 

Barb Craig, Sue Harris and Sharon Manson have 

coordinated the appeal for a number of years. Ms 

Craig said the drive took months of planning but 

was well worth the effort involved. 

‘We shop for gifts all year around, especially during 

sales, using money we have raised from raffles and 

the sale of entertainment books. From the time the 

tree goes up, we are wrapping, distributing and 

placing presents during our breaks until handover 

time.’ 

Child Protection Investigation Unit staff provide 

recipient lists to the drive coordinators, with details 

such as the age and gender of each child. Each 

year, the number of children in need of Christmas 

cheer rises by about 10 percent. 




National Survey of Community Satisfaction 

with Policing 

Queensland has participated in the National Survey of 

Community Satisfaction with Policing since 2001. The 

survey results indicate general satisfaction with services 

in 2007-08 is 69.5%, which is just below our target 

range of 70-80%, but above the satisfaction rate of 

67.3% achieved in 2006-07. 

Media and public affairs 

The Media and Public Affairs Branch continued to 

provide a 24-hour statewide media management 

service in 2007-08. Major incidents or issues involving 

intense media coverage included the fatal shooting 

of a police officer, APEC at Coolum, Schoolies on the 

Gold Coast, flooding in central Queensland, September 

school holidays on Stradbroke Island, the disappearance 

and rescue of two divers in the Whitsundays, food 

contamination at major supermarkets across Australia 

and the Christmas and Easter road safety campaigns. 

Queensland Police Museum 

During 2007-08, the Queensland Police Museum 

welcomed a record 15 845 visitors through its doors, 

boosted by an average of 60 attendees to each of the 

monthly Sunday openings. 

The museum lecture series, a feature of the Sunday 

openings, has continued to enhance community 

understanding of policing and crime prevention. 

During 2007-08 topics included identity fraud, internet 

predators, historic murders, the Dog Squad and 

developments in forensic science. 

Veronica Mortimer, Communications Room Operator at the 

Brisbane Police Communications Centre, has recently taken 

out six Australian Championship Awards for showcasing 

Arabian horses. 




Queensland Police Pipes and Drums 50th 

anniversary 

Queensland Police Pipes and Drums celebrated its 50th 

anniversary with the Echoes of Edinburgh fundraising 

concert at Brisbane City Hall on 27 June 2008. 

Formed now 1958 by a small group of police officers, 

it now boasts national and international fame with 

performances at the Royal Tournament, the Colchester 

Searchlight Tattoo, the world famous Edinburgh 

Military Tattoo in 1975 and 2006, the inaugural 

Brisbane International Festival and the Brisbane and 

Adelaide International Tattoos. Queensland Police Pipes 

and Drums plays for about 350 Queensland audiences 

a year. 


A review into detective training within the QPS will be 

finalised. 

The Investment Governance Board approved in 

May 2008 will be established to provide strategic 

management of investment in major projects. 

A joint Queensland Police Service/Media Management 

Committee will be established to provide ongoing 

liaison between the major media stakeholders and QPS. 

This is a recommendation of the Crime and Misconduct 

Commission publication Striking a balance—an inquiry 

into media access to police radio communication. 

A film and television policy, incorporating a cost 

recovery process, to better meet the interests of the QPS 

will be developed, improving service delivery to the film 

and television industry. 

Celebrating the Queensland Police Pipes and Drums 50th anniversary. 




Corporate Resource 

Management 

Queensland Police Headquarters, Brisbane. 



Management

Corporate Resource Management 


• Human resource management 

• Financial management 

• Information management 

• Physical resource management 

Corporate resource management describes the functions 

and activities that underpin the delivery of policing 

services to the Queensland community. The functions 

and activities are provided through Human Resources, 

Finance, and Administration Divisions and Information 

and Communications Technology. 

Strategies 

• Employ human resource management policies and practices to support all staff. 

• Provide information management systems and information services to support and enhance the effectiveness 

and efficiency of the Service. 

• Ensure the effective and efficient use of Service resources. 

• Ensure all legislative and government-imposed obligations are met (for example FOI, EEO, Waste Management, 

Building Codes). 

• Ensure effective planning for and management of the Service's human, financial, information and physical 

resources. 

• Plan and implement the Service's capital works and other assets programs. 

Priority policing 

During the year the Service developed the Priority 

Policing Policy to enhance first response policing. 

Under the policy, existing police resources are directed 

into frontline duties as necessary to address peaks in 

calls for service and maximise police response capacity. 

One strategy being effectively employed in relation 

to road safety is the deployment of non operational 

staff over holiday periods. A strong, visible policing 

presence on Queensland roads is an essential element of 

the QPS road safety response. 

Over Easter 2008 this deployment strategy resulted in a 

40% increase in officer hours dedicated to traffic duties. 

Significant enforcement outcomes were achieved 

including a: 

• 47% increase in seatbelt Traffic Infringement 

Notices 

• 30% increase in the number of Random Breath 

Tests conducted 

• 30% increase in the number of non camera speed 

offences detected 

• 22% increase in other offences detected 

• 2% increase in arrests for drink driving. 

Due to the success of the deployments over the Easter 

and Queen’s Birthday long weekends in 2008, the use of 

non operational staff for traffic enforcement will continue 

and be expanded over each holiday period in 2008–09. 


Management 


Key priority area—Human resource 

management 

The Human Resources Division consists of the Human 

Resource Development Branch, the Human Resource 

Management Branch, the Industrial Relations Branch 

and Organisational Safety and Wellbeing. 

The Human Resource Development Branch manages the 

education and training activities described under the 

Professional Standards and Ethical Practice output at 

page 50. 

The Human Resource Management Branch manages 

key functions such as the recruitment of new officers, 

the promotion and transfer of existing officers, human 

resource policy, workforce planning, and equity and 

diversity matters. 

The Industrial Relations Branch provides a wide range of 

industrial and employee relations services. During 2007-08, 

the Branch successfully developed and negotiated a three 

year enterprise bargaining agreement for police officers. 

Along with increases across wages and allowances, new 

entitlements include a field training officer allowance 

and provision for fatigue management. 

The former Health Services Branch was restructured as 

Organisational Safety and Wellbeing to emphasise a 

more holistic approach to employee health. 

Health and safety 

An improved statewide database has been implemented 

to record and monitor case management relating to 

rehabilitation support services for all work and nonwork 

related injuries and incidents. The new system 

encompasses a reporting process which enables the 

Service to set benchmarks, performance targets and report 

from a regional, district and corporate level. It forms 

part of the ongoing injury management auditing system. 

Alcohol and drug awareness 

The Alcohol and Drug Awareness Unit is responsible for 

managing internal alcohol and drug programs, including 

education, coordination of testing, and support for 

members requiring assistance. 

As at 30 June 2008, 1 036 police officers and staff 

working in safety sensitive areas have undergone a 

random alcohol test. All results were negative. These 

figures demonstrate that the Service is meeting its 

legislative commitments and maintaining a strong 

commitment to workplace safety. 

Forty-eight police officers have undergone post critical 

incident drug tests, with all results being negative. 

Testing continues to be one aspect of the Service’s 

commitment to enhancing police wellbeing and safety, 

as well as integrity within the agency. 

This year, the Service placed significant focus on health 

education, which has included health and safety messages 

around ‘Fit for Life, Fit for Work’ and specifically the 

responsible use of alcohol and other licit drugs. This 

education has included the development of an online 

learning product, which includes modules on alcohol, 

tobacco, other drugs, fatigue and stress. 

Employee assistance service 

The Employee Assistance Service is moving towards a 

risk management model that will assist in monitoring 

the wellbeing of officers who have been exposed to 

multiple potentially traumatic events. 

The Alcohol and Drug Awareness Unit provides members 

with educational, counselling and support services. 



Management

Helping Hand 

Helping Hand was established in 2004 in response to an increasing need for assistance by Service members in times 

of crisis such as serious or terminal illness, injury or personal trauma. 

‘On Friday February 15, 2008, our lives were thrown into turmoil when I was diagnosed with a life-threatening 

spinal cord and brain stem tumour. My family was devastated, especially my three children Emily, 8, Lachlan, 6, 

and Jake, 3. Finding suitable treatment and a neurosurgeon confident to attempt removal of the tumour became 

a race against time. Eventually a Sydney surgeon agreed to operate, but it meant shifting the family to Sydney 

for a few weeks. Here in this moment, in our darkest hours and time of need, Helping Hand came in and helped 

ease the financial burden, so we could concentrate on each other—the most precious thing of all. It opened 

up our eyes to how generous people can be, and we want to thank Helping Hand for stepping in at the most 

critical time of our lives.’ 

Mary Menelaws, wife of Sergeant Neal Menelaws, Railway Squad. 


Management 


Our people 

A code of conduct for all of our people 

We have a code of conduct for all our employees. The 

code gives effect to the requirements of the Public 

Sector Ethics Act 1994, by clearly describing ethical 

responsibilities and identifying appropriate workplace 

conduct for all of our people. The code is available on 

our website at: 

www.police.qld.gov.au/services/reportsPublications/ 

Equity and diversity 

The QPS Equity and Diversity Unit aims to: 

• promote a diverse workforce 

• ensure equity in employment and professional 

development 

• eliminate all forms of negative workplace 

behaviour. 

Over the past year the unit has been involved in a 

number of initiatives, most notably: 

• assisting a review of the reasons staff leave the 

QPS to identify appropriate retention initiatives, 

supported by the development and implementation 

of a new separations process 

• continued delivery of training to address negative 

workplace behaviour 

• development of a workplace conferencing model to 

assist work units in conflict 

• the establishment of an inter-departmental 

community of practice for equity practitioners 

across government. 

The unit is embarking on a substantial consultation 

process to aid in the development of the Equal 

Employment Opportunity Management Plan that will 

ensure fair treatment for all staff. 

Aboriginal and Torres Strait Islander 

employment 

The Equity and Diversity Unit is directly involved in 

marketing and program delivery of the Aboriginal 

and Torres Strait Islander Justice Entry Program (JEP); 

maintenance of the Aboriginal and Torres Strait Islander 

Community Advisory Board; and the JEP Indigenous 

Mentoring Program. Progress has included: 

• 74 people have commenced the JEP traineeship 

since 2003. 

• 63 people have graduated with the Certificate IV in 

Justice. 

• 59 people have then entered the Police Recruit 

Operational Vocational Education Program 

(PROVE) as police recruits. 

• 43 people have graduated from PROVE and have 

been sworn in as constables. 

• 9 people are presently undertaking the PROVE 

Program due for induction in August 2008. 

• 5 people commenced the 7th intake of the JEP 

traineeship in May this year and are due to 

graduate in November 2008. 

Police chaplaincy service 

Forty-two police chaplains located throughout 

Queensland have continued with a proactive approach 

of regular visitation to QPS stations and establishments. 

Their visits facilitate relationship building and create 

an environment which supports early intervention and 

early resolution of issues. 

As in previous years, QPS Chaplaincy once again 

coordinated National Police Remembrance Day marches 

and services throughout Queensland. 

Negative workplace behaviour: don’t cross the line! 



Management

The Service recognises its people are important. 

Health and wellbeing 

In 2007-08, the QPS invested in excess of $4 million to 

deliver a comprehensive suite of services supporting our 

employees’ physical and mental health. 

Our staff have access to a number of free and voluntary 

services, including: 

• The HealthStart Physical Assessment and Blood 

Test, which provides staff with an opportunity to 

assess their health, and detect and address health 

concerns before they become critical. It also provides 

the QPS with an overview of the organisation’s 

health to determine what initiatives should be 

introduced to support the good health of members. 

As part of this program members are offered health 

coaching to assist in improving their health through 

diet and physical exercise. Over 4 800 staff have 

participated. 

• The Service provides rehabilitation services to staff 

who have suffered occupational injuries or disease. 

These services are also offered to staff who become 

injured or ill outside work. Over 2 000 staff have 

been provided with rehabilitation assistance. 

• The Service funds external health care providers for 

case management and treatment of police officers 

who require assistance for alcohol or drug misuse. 

• The Service also employs psychologists and social 

workers within all regions, divisions and commands 

to provide confidential counselling, clinical and 

assessment services to our staff for both work and 

non-work issues. 

Balancing work and family 

Many members are now accessing part-time work 

options as a means of balancing their work and family 

responsibilities. As can be seen from the following 

table, the vast majority of these employees are women. 

Members working part-time 

Male Female Total 

Police Officers 34 318 352 

Staff Members 46 478 524 

In some instances, Child and Family Issues Committees 

were used effectively to facilitate negotiations for 

members wishing to convert to part-time hours. Further 

assistance has been provided through the development 

and launch of the Women’s Network Pregnancy 

Package in February 2008. The package highlights 

policy, processes and legislation relevant to pregnancy 

in the workplace. The package is designed to assist 

pregnant employees, their managers, spouses and coworkers 

by providing an easy reference to all relevant 

information. The Pregnancy Package will be available 

as an online resource to all QPS employees in the near 

future. 

Voluntary early retirements 

There were no voluntary early retirement packages 

taken by employees in the 2007-08 financial year. 


Management 


Woorabinda Police Station’s new Officer in Charge 

In Woorabinda, 175km south-west of Rockhampton in Queensland’s central highlands, Senior Sergeant Meg 

McArthur has made Service history as the first female Officer in Charge in an Indigenous community. 

Supporting women’s career development 

The Service continued to support women’s career 

development through: 

• the Equal Employment Opportunity Management 

Plan 

• the Women’s Network 

• the Leadership and Mentoring Program for Women 

• the Jim O’Sullivan Award for initiatives enhancing 

the standing of women in the Service 

• the Senior Women’s Forum 

• Child and Family Issues Committees 

• the Work and Family Policy 

• International Women’s Day celebrations 

• participation in the Australasian Council of Women 

and Policing 

• the Career Planning Unit 

• a range of specific strategies and initiatives 

designed to provide specific support to women 

employed in the Service, including representation 

on the QPS Senior Executive Conference. 

The Women’s Network aims 

to assist women to develop the 

knowledge and skills necessary 

for full participation in a merit 

environment; to provide an 

avenue to management for 

information and advice on 

matters affecting women in the 

QPS; and to assist management 

in the development and application 

of policies affecting women in the workplace and, 

where appropriate, affecting women in the community. 

Members of the network have accessed personal and 

professional development opportunities through their 

participation in numerous working groups throughout 

the year. Projects undertaken by the network have been 

diverse and include the re-development of the network 

policy, coordination of two conferences, organisation of 

International Women’s Day functions and the development 

of resources such as the Pregnancy Package. 

Women’s Network initiatives designed to support 

women in remote areas include the ‘Buddy Initiative’— 

where senior women travel to remote areas and provide 

training and support to female members; the provision 

of remote location packages; and the new SWIRL 

Program (Supporting Women In Remote Locations), 

currently being trialled in Northern Region. SWIRL is a 

distance mentoring program. 

The Women’s Network has also liaised with other 

women’s networks, government agencies and community 

groups throughout the year, and established a good 

working relationship with relevant industrial unions. 



Management

The table below provides information on the number and proportion of female police officers at different ranks 

within the Service. The total number and proportion have increased significantly since 2003. 

Female police officers by rank 

30 June 2003 

Number 

(Total for rank) 

(% of total) 

30 June 2004 

Number 


(% of total) 

30 June 2005 

Number 


(% of total) 

30 June 2006 

Number 


(% of total) 

30 June 2007 

Number 


(% of total) 

30 June 2008 

Number 


(% of total) 

Above Chief 

Superintendent 

1 

(14) 

(7.1%) 

1 

(15) 

(6.7%) 

1 

(14) 

(7.1%) 

1 

(14) 

(7.1%) 

2 

(19) 

(10.5%) 

2 

(15) 

(13.3%) 

Chief 


1 

(14) 

(7.1%) 

1 

(12) 

(8.3%) 

1 

(15) 

(6.7%) 

1 

(15) 

(6.7%) 

0 

(16) 

(0.0%) 

1 

(12) 

(8.3%) 


0 

(34) 

(0.0%) 

1 

(40) 

(2.5%) 

1 

(39) 

(2.6%) 

2 

(48) 

(4.2%) 

3 

(49) 

(6.1%) 

3 

(49) 

(6.1%) 

Inspector 

17 

(268) 

(6.3%) 

18 

(266) 

(6.8%) 

19 

(290) 

(6.6%) 

21 

(307) 

(6.8%) 

20 

(313) 

(6.4%) 

16 

(293) 

(5.5%) 

Senior 

Sergeant 

36 

(599) 

(6.0%) 

39 

(605) 

(6.4%) 

46 

(626) 

(7.3%) 

47 

(647) 

(7.3%) 

55 

(691) 

(8.0%) 

67 

(743) 

(9.0%) 

Sergeant 

193 

(1 901) 

(10.2%) 

215 

(2 006) 

(10.7%) 

246 

(2 076) 

(11.8%) 

287 

(2 200) 

(13.0%) 

326 

(2 268) 

(14.4%) 

350 

(2 286) 

(15.3%) 

Senior 

Constable 

498 

(2 614) 

(19.1%) 

587 

(2 769) 

(21.2%) 

618 

(2 765) 

(22.4%) 

720 

(2 878) 

(25.0%) 

813 

(2 989) 

(27.2%) 

935 

(3 295) 

(28.4%) 

Constable 

1006 

(2 990) 

(33.6%) 

995 

(2 990) 

(33.3%) 

1,078 

(3 186) 

(33.8%) 

1,062 

(3 160) 

(33.6%) 

1,087 

(3 273) 

(33.2%) 

1,059 

(3 140) 

(33.7%) 

Recruit 

83 

(270) 

(30.7%) 

107 

(300) 

(35.7%) 

113 

(299) 

(37.8%) 

134 

(362) 

(37.0%) 

95 

(284) 

(33.5%) 

136 

(404) 

(33.7%) 

Total 

1835 

(8 704) 

(21.1%) 

1,964 

(9 003) 

(21.8%) 

2,123 

(9 310) 

(22.8%) 

2,275 

(9 631) 

(23.6%) 

2,401 

(9 902) 

(24.2%) 

2,569 

(10 237) 

(25.1%) 

Staffing 

Police numbers are increasing each year, and at 30 June 

2008 there were a total of 9 833 sworn officers (215 

more than the previous year). 

Queensland has experienced strong growth in police 

numbers over recent years. This has been essential to 

keep pace with Queensland’s rapid population growth. 

Queensland’s police to population ratio for 2007-08 was 

1:430, which was equal to the national average. 

The Service is also progressing a civilianisation strategy 

to replace sworn officers in non-operational positions. 

Since 2005-06, the QPS has employed over 300 staff 

members under the civilianisation program in roles such 

as watchhouse, counter and administrative support. 

30 June 2008 30 June 2007 

Police officers 9 833 9 618 

Police recruits 404 284 

Staff members 3 711 3 646 


Management 


The table below provides information on the proportion of staff members from equal employment opportunity 

target groups by salary levels within the Service. 

Target group membership by salary equivalent—staff members # 

Sample Size 

=3 687 

Gender Language background Aboriginal or Torres Strait Islander People with disabilities 

SALARY RANGE 

($)* 

$95 083 and above 

$77 585 - $95 082 

$68 673 - $77 584 

$63 946 - $68 672 

$58 968 - $63 945 

$51 432 - $58 967 

$46 121 - $51 432 

$28 123 - $46 120 

$0 - $28 122 

% OF TOTAL SAMPLE 

FEMALE 

25.9% 

37.5% 

36.8% 

48.8% 

58.6% 

56.2% 

63.1% 

74.4% 

40.0% 

66.7% 

MALE 

74.1% 

62.5% 

63.2% 

51.2% 

41.4% 

43.8% 

36.9% 

25.6% 

60.0% 

33.3% 

ESB 

100.0% 

84.3% 

86.5% 

85.9% 

82.5% 

80.7% 

84.2% 

91.7% 

88.9% 

84.6% 

NESB1 

0.0% 

6.4% 

3.2% 

6.0% 

5.3% 

8.4% 

3.5% 

8.3% 

3.7% 

5.7% 

NESB2 

0.0% 

7.6% 

7.2% 

6.0% 

9.8% 

10.2% 

8.8% 

0.0% 

3.7% 

7.6% 

N/R 

0.0% 

1.8% 

3.1% 

2.1% 

2.5% 

0.6% 

3.5% 

0.0% 

3.7% 

2.1% 

Yes 

0.0% 

0.0% 

2.9% 

0.6% 

1.1% 

1.5% 

3.6% 

5.4% 

25.0% 

3.7% 

No 

100.0% 

100.0% 

97.1% 

99.4% 

98.9% 

98.5% 

96.4% 

94.6% 

75.0% 

87.3% 

N/R 

0.0% 

0.0% 

8.6% 

5.7% 

7.1% 

8.4% 

7.3% 

12.1% 

25.0% 

9.0% 

Yes 

60.0% 

8.5% 

8.5% 

9.5% 

8.8% 

10.8% 

7.0% 

12.5% 

11.1% 

8.8% 

No 

40.0% 

81.1% 

81.5% 

81.6% 

80.4% 

78.3% 

79.8% 

83.3% 

77.8% 

80.9% 

N/R 

0.0% 

10.4% 

10.0% 

8.8% 

10.9% 

10.8% 

13.2% 

4.2% 

11.1% 

10.3% 

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. 

* Salary ranges are those applicable at the start of the 2007-08 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 

* Figures in relation to ESB have been amended to include situations where a census 

form has been received but ESB details have not been recorded. 

These figures have been included within non reponses. 

* 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. Staff members who have not 

returned the census form have not been included in this sample. 

* The data conforms to the reporting requirements of the Office of the 

Public Service. In line with Office of the Public Service requirements, 

members of the Prostitution Licensing Authority and QPS temporary 

employees are included in these figures. 



Management

Shared Service Initiative 

The Shared Service Initiative is a whole-of-Government 

approach to corporate service delivery. The vision 

is partnering in corporate services to support and 

connect government. Shared services are underpinned 

by standardising business processes, consolidating 

technology and pooling resources and expertise. 

Under the shared service model, government agencies 

joined together to share corporate services and 

resources through shared service providers (SSPs). The 

SSPs service their existing customer agencies through 

operating level agreements. 

From 21 September 2007, the Shared Service Agency 

(SSA) was transferred from Queensland Treasury to the 

Department of Public Works through a machinery of 

Government change. The SSA now services a number 

of departments, agencies and other entities across 

Government. 

The SSA provides a range of corporate services to the 

Queensland Police Service. Some examples of the 

services provided include payroll, accounts payable 

and mail services. During 2007–08, the Department of 

Public Works hosted the SSA as a separate entity, and 

will report on its activities in its annual report. 

In 2007–08 Queensland Treasury led the refinement 

of the whole-of-Government model for shared service 

delivery and provided policy and program management 

for the Shared Service Initiative. 

Constable Les Warria accepts a Cross Cultural Awareness Award from Mr Serge Voloschenko, representing the Ethnic 

Communities Council of Queensland. 

Constable Leslie Warria, a descendent of people from 

Mabuiag Island in the Torres Strait, has achieved 

another milestone in his journey to become a 

Queensland police officer. 

A proud inductee to the First Year Constable Program, 

Constable Warria has earned his place by successfully 

completing both the Justice Entry Program (JEP) 

and Police Recruit Operational Vocational Education 

(PROVE) Program. 

A further accolade for Constable Warria came in the 

form of a Cross Cultural Awareness Award which he 

received at his induction ceremony earlier this year. 


Management 


Key priority area—Financial 

management 

Finance Division is responsible for maximising the cost 

effective use of the Service’s financial resources, while 

ensuring that expenditure is within the limits set by 

Government. The division also ensures the Service's 

financial dealings comply with legislative requirements 

and standards. 

Finance Division staff perform a wide variety of 

roles, including providing advice on Service policies, 

proposals and strategies, coordinating responses and 

meeting reporting requirements, forecasting budget 

positions and developing systems to improve current 

financial management processes. 

The Taxation and Corporate Support Branch is responsible 

for ensuring the Service meets its obligations for both 

Australian and State taxes, as well as processing the 

payment of witness expenses. The branch is 

also responsible for the maintenance and strategic 

development of financial systems for the Service. 

The Policy and Reporting Branch gives guidance and 

advice on accounting issues, as well as coordinating 

the Service’s financial policies. The branch is also 

responsible for preparing the Service's annual financial 

statements and ensuring the accuracy of the Service’s 

general ledger. 

A cheque for $4 000 was presented to the Royal 

Flying Doctor Service from money raised in the 

Blue Ribbon Appeal. 

The Operational Planning Branch is responsible for 

coordinating, monitoring, analysing and providing 

advice on the Service's budget; developing and 

maintaining budget and reporting systems to comply 

with the requirements of Government; and developing 

financial models and the financial content of business 

cases and feasibility studies. The branch is also responsible 

for preparing the financial content of the Service 

Delivery Statement and other budget related papers. 

The Financial Projects Manager is responsible 

for providing advice and support regarding the 

Government’s financial reform agenda—in particular, 

the Shared Service Initiative, other government 

initiatives, and significant statewide policing projects. 

Senior Constable Mark Williams of Caloundra 

Police Station presented a cheque for $23 923 dollars 

to the Royal Children’s Hospital Foundation. 

Mark raised this money from an online auction of 

autographed memorabilia he organised. 

This is the ninth year Mark has conducted the 

online auction and over this time, he has raised 

around $125 000 for the Royal Children’s Hospital 

Foundation. 



Management

Key priority area—Information 

management 

Information and Communications Technology (ICT) 

provides professional and technical services that 

support the information management systems and 

processes employed by the Service. 

ICT undertook a range of projects and improvements 

during the year. 

QPRIME 

The Queensland Police Records and Information 

Management Exchange (QPRIME) is one step closer to 

providing the QPS with a single, integrated operational 

policing information management system. 

When implemented in October 2008, police will start 

using QPRIME to manage custody information, warrants, 

charges, photographs and offender histories. 

QPRIME Mapping includes a capability called ‘reverse 

geocoding’, to make identifying, finding and recording 

difficult-to-describe locations quick, easy and accurate. 

Public Safety Network 

Throughout 2007-08 the Public Safety Network (PSN) 

Project has made significant progress toward providing 

the QPS, Queensland Corrective Services and the 

Department of Justice and Attorney-General with a 

more reliable, shared data network capable of exploiting 

the benefits of modern, convergent technologies. 

The Public Safety Network Management Centre, a 

purpose-built service centre that operates under the 

joint governance of agencies participating in the PSN 

initiative, was established in July 2007 and has now 

successfully completed its first year of operations. 

Integrated Justice Information Strategy 

The Integrated Justice Information Strategy (IJIS) aims 

to enhance and automate information sharing between 

the QPS and criminal justice agencies to better manage 

the movement of people through the criminal justice 

system. 

The Justice and Other Information Disclosure Bill 

2008 was passed by Parliament on 6 June 2008. This 

is ground breaking legislation for the Queensland 

Government which will enable Police, Justice, 

Corrections, Communities and Child Safety to share 

certain information to better support the community. 

The legislation will facilitate the coordinated 

management of people in the criminal justice system 

and improve collaboration among criminal justice 

sector agencies. 

SCRAM 

The Service has developed a computer application called 

the Suitability Checking, Reporting and Monitoring 

(SCRAM) System to automate national criminal history 

checking conducted for other government departments, 

and to monitor people of interest to those departments. 

Half a million checks are conducted by QPS each year 

for government and individuals. The automation of 

processes and the electronic transfer of files and check 

results enables QPS to efficiently manage the high 

volume of requests. 


Management 


Radio and communication upgrade and 

enhancement 

In 2007-08, the Government provided $4.3 million 

to fund an upgrade of existing police radio 

communications systems across the State. This funding 

will assist in eliminating black spots throughout the 

State, support emerging digital technologies and 

enhance the safety of front-line operational police 

officers. 

Programs of work funded by this $4.3 million include: 

• radio over Internet protocol (RoIP) 

• the installation of four integrated radio and 

telephone communications consoles at four 

regional communications centres 

• the installation of audio logging systems in 

regional communications centres 

• upgrade of long range high frequency radios in 

regional Queensland. 

Tenders and standing offer arrangements for the first 

three projects listed above have been prepared. Orders 

are currently being placed for the equipment; however 

delivery will not occur until later in the 2008-09 

financial year. 

A trial of RoIP was conducted up to March 2007 

in Far North Queensland. RoIP enables remote 

communications sites to be connected to a 

communications centre to provide command and 

control functions. 

The trial proved effective, validating the further rollout 

of radio communications to 20 additional sites to 

eliminate radio black spots. 

RoIP also improves operational functionality. 

Consequently, in the 2008-09 financial year the QPS 

is rolling out RoIP capability to a total of 125 sites to 

further improve radio communications. 

Police patrol the Fortitude Valley entertainment precinct. 

Digital recording equipment 

The QPS has approximately 320 interview rooms around 

the State fitted with analogue electronic recording 

equipment. In 2007-08 the Service commenced 

replacement of this equipment with the purchase and 

installation of 104 Digital Electronic Recording of 

Interview Equipment units. 

This project will place modern, computer based, digital 

recording equipment in all of the 320 interview rooms 

across the State by the end of the 2009 calendar year. 

The project ensures compatibility between police and 

justice systems and the ability to network all systems to 

a centralised management and storage facility. 



Management

Key priority area—Physical 

resource management 

Administration Division directs the management and 

development of administrative and logistic support. 

Functional units include Logistics, Fleet Management, 

Property and Facilities, Weapons Licensing and 

Administration Branches and the Freedom of 

Information and Privacy Unit. 

Logistics Branch functions include major procurement 

and contract management for the Police Service, 

warehousing and distribution of police uniforms and 

consumables, developing and introducing improved 

uniform and personal equipment items and providing 

in-house printing and armoury services. 

During 2007-08 Logistics Branch became responsible 

for managing the Central Exhibits and Tapes Facility, 

which is located at the West End Police Complex. 

In addition, responsibility for motor vehicles was 

transferred to the newly formed Fleet Management Branch. 

During 2007-08 the Logistics Branch provided 

procurement and logistical support for the following 

projects: 

• Conducted Energy Device Project 

• QPRIME 

• Public Safety Network 

• Legacy Migration Program 

• Policelink 

• Intelligent Traffic Policing Program 

• Smartcard 

• Purchase of three catamarans 

• Purchase of two aircraft. 

Fleet management 

The Fleet Management Branch has continued to 

provide professional fleet management services to 

the Police Service, with an emphasis on selecting the 

most operationally suitable vehicles and achieving the 

optimum fit-out of those vehicles for Service use. 

Vehicles used for the transporting of prisoners have 

undergone design changes over the period 2006-08. 

A national agreed specification for prisoner pods was 

developed in consultation with other police jurisdictions 

and approved by the Australian Centre for Policing 

Research. 

Fleet Management Branch has developed purposebuilt 

pods for the Holden Crewman and larger ‘paddy 

wagon’ sized dual cab utilities such as the Toyota 

HiLux. Increasing air ventilation was included in the 

design to cater for the wide range of climatic conditions 

experienced throughout Queensland. 

This $3 million project was completed in early 2008. 

A Toyota HiLux fitted to meet QPS operational requirements 

The purpose built pod on this HiLux has two entry doors and moulded seating for up to five adults in optimal 

circumstances. The pod is constructed of moulded reinforced plastic, which is illuminated within by concealed 

lighting. The Queensland built pod is resistant to wear, discolouration, damage and distortion. 


Management 


Vessel management 

The Vessel Management Plan for 2007-08 included 13 

projects with a total cost exceeding $12 million. 

Key investments included the replacement of three Class 

1 vessels. These vessels are equipped as mobile marine 

command operations centres, enabling water police 

to respond to major incidents (including search and 

rescue operations), and manage them from the scene. 

On delivery, the new vessels will offer substantially 

enhanced operational capability, including increased 

range and payload capacity. 

The Service continues to increase its counter terrorism 

capability in the marine environment with a 9.5 metre 

tactical response and patrol vessel allocated to Brisbane 

Water Police, capable of being deployed throughout the 

State. This vessel is due for delivery in September 2008. 

Patrol catamaran vessels at Hervey Bay and Brisbane 

have been repowered with advanced fourstroke diesel 

technology. The new engines meet the stringent American 

EPA Tier 2 exhaust specifications for all present and 

future emission requirements and provide better fuel 

efficiency through electronic monitoring and control. 

New and re-fitted vessels have been delivered to Weipa, 

Gladstone and Palm Island. These vessels will increase 

the operating capabilities of police in the areas of minor 

search and rescue, vessel interception and crime related 

inquiries. 

Aircraft 

The Police Air Wing presently has five aircraft, which 

are based around the State. Currently, two aircraft are 

based in Brisbane, two in Cairns and one in Mount Isa. 

The most recent acquisition, a Cessna 208 Caravan, 

commenced service in June 2008 at Mt Isa. 

The 2007-08 budget provided funding for the set 

up and delivery of an additional aircraft and related 

infrastructure to service the Torres Strait. 

An order has been placed for this aircraft and delivery 

is expected by the end of the 2008-09 financial year. 

Capital Works Program 

During 2007-08, the Queensland Government allocated 

$102.3 million for the continuation of the Capital 

Works Program. 

This funding was used for a number of projects, 

including completion of the Caboolture District Office 

and Watchhouse, a new police station and watchhouse 

at Wujal Wujal, a replacement station at Miriam Vale, 

new police stations at Russell Island and Macleay 

Island, and a Police Beat at the Strand in Townsville. 

The Service also commenced construction of new 

or replacement stations at Ayr, Charleville, Mango 

Hill/North Lakes, Stuart, and a new watchhouse at 

Strathpine. Several upgrades and refurbishments to 

existing stations have also been undertaken. 

During the year land was acquired at Murgon, Holland 

Park, Ravenshoe and Reedy Creek. 

Significant works completed under the Watchhouse 

Upgrade Sub-Program included electronic security 

upgrades of Wynnum, Longreach and Clermont, and a 

physical upgrade of Cardwell Watchhouse. 

Under a separate sub-program, the QPS has 

implemented a government commitment to install 

and/or upgrade CCTV in all public space areas of 

watchhouses in Indigenous communities. 

Asset Strategic Plan 

In November 2007, the QPS completed the 2007-11 

Asset Strategic Plan. In addition to collecting 

information about operating and replacement costs, 

the new plan was designed to: 

• capture more strategic information linking assets to 

QPS outputs 

• articulate how these assets support service delivery 

to ensure asset acquisitions remain aligned with the 

strategic direction of the Service 

• be suitable for use by stakeholders when preparing 

‘internal’ budget bids and encourage identification 

of operating and maintenance costs. 

A Strategic Capital Planning Committee also commenced 

in 2007 to determine and oversee the development of 

capital infrastructure priorities for the QPS. 



Management

Environmental sustainability and 

infrastructure 

The Queensland Police Service is committed to 

ensuring it is strategically placed to address challenges 

with respect to climate change and to minimise its 

impact on the environment. 

Waste management 

The Service has established a Waste Management 

Committee, with representatives from regions, 

commands and divisions to develop a Service Waste 

Management Strategic Plan. This committee is 

identifying issues and developing strategies, policies 

and procedures for the management of waste. 

The Service, in conjunction with Visy Recycling Pty 

Ltd, is currently researching waste management policies 

and practices to improve the recycling of products and 

reduce waste production. 

Asbestos management 

QPS buildings have been assessed for the presence of 

asbestos and where required, high risk (loosely bonded) 

asbestos has been removed. 

The Service, in collaboration with the Department of 

Public Works, is undertaking an audit of its facilities in 

relation to asbestos to monitor and manage ‘in-situ’ any 

asbestos products in its built asset portfolio. 

This approach is in line with the Queensland Government’s 

Asbestos Management and Control Strategy for 

Government Buildings, and supports the Service’s 

development of a long term program for the planned 

removal of asbestos containing material within buildings. 

This program will include removals undertaken in 

conjunction with building renovation, refurbishment, 

demolition and maintenance programs, wherever 

feasible. 

Water saving 

Parts of Queensland are currently experiencing the 

worst drought on record. Saving water is therefore a 

priority for the QPS and strategies have been put in 

place to reduce the amount of water consumed in all 

policing establishments. 

The Service conducted a desktop audit of water usage 

throughout South East Queensland. Police Headquarters 

was retrofitted with water saving devices. Efficient 

showerheads, restricted flow taps, dual-flush toilets and 

other initiatives have combined to give an estimated 

saving of 56.3%. 

The Service is currently developing an environmental 

plan, which includes water saving strategies. 

During 2007-08, an estimated saving of 20 million 

litres of water was achieved as a result of fitting water 

efficient toilets to facilities at stations throughout 

drought-afflicted south east Queensland. 

The Service is examining retrofitting similar water 

efficient devices such as tap aerators, shower heads, and 

dual flush toilets to all other police facilities throughout 

Queensland to achieve further water savings. 

Use of modern vehicles has allowed the QPS to increase 

efficiency and decrease emissions. 


Management 


Building design 

Energy efficient solutions are being incorporated into 

the design of new facilities. New and replacement 

police stations are being designed to “J” Section of the 

Building Code of Australia, which deals with energy 

efficiency for design elements such as air-conditioning 

and ventilation systems, air movement, lighting, hot 

water supply and external glazing. 

Notable examples of environmentally sustainable 

development in our major infrastructure include: 

• The Joint Contact Centre facility (Policelink), which 

is being designed to achieve a 6 star environmental 

rating (world best practice) and will provide many 

unique features which will make the centre a safe 

and desirable place to work. Some of the features 

proposed include natural lighting during daylight 

hours; individual control of air flow, temperature 

and lighting at all work stations; and an emphasis 

on innovative internal acoustic control. 

• The Queensland Police Academy 2012, which 

will become a distinctive purpose built facility, is 

adopting current environmental best practice and 

sustainable development principles. 

It is proposed the building designs be appropriate for 

Brisbane’s climate, and use natural ventilation, shading 

and positioning to reduce the need for items such as air 

conditioning. 

Sustainability initiatives include, but are not be limited to: 

• water sensitive urban design 

• water harvesting 

• habitat protection 

• environmentally friendly landscape character 

• forest revegetation 

• sustainable road design 

• building design to achieve benchmarks in 

sustainable building performance. 

An artist's impression of the new Queensland Police Academy. 



Management

Carbon emissions 

The QPS is committed to the Queensland Government’s 

Environmental Protection (Waste Management) Policy 

2000 and ClimateSmart 2050, which aim to reduce the 

Government’s carbon footprint. Six gases have been 

identified under the Kyoto Protocol as the main gases 

that need to be accounted for. These gases are carbon 

dioxide, hydrofluorocarbons, methane, nitrous oxides, 

perfluorocarbons and sulphur hexafluoride. As part of 

standard emission accounting practices these gases are 

reported as carbon dioxide equivalent emissions (CO²-e). 

The Queensland Government is developing wholeof-Government 

systems to standardise reporting on 

carbon emissions (measured in CO² equivalents). The 

basis for this reporting is consistent with national and 

international standards, including definitions outlined 

in the AS Standard ISO 14064 and the Australian 

Government’s National Greenhouse Accounts Factors 

workbook, as detailed below: 

In 2007-08 all Queensland Government agencies are 

reporting on the carbon emissions from: 

• fuels used by vehicles 

• purchased electricity 

• domestic air travel on commercial airlines. 

The Queensland Government is committed to continuing 

to improve data collection methods and reporting 

carbon emissions in line with national and international 

standards. While the best available data has been 

used, in some instances estimates have been reported 

due to the limitation of data collection systems. For 

example, in government-owned buildings where there 

are multiple tenants and the electricity usage cannot be 

attributed to a single agency, the Department of Public 

Works calculates the electricity usage by tenanted 

agencies based on the m² leased. 

Scope 1 

Scope 2 

Scope 3 

emissions that occur from sources that are 

owned or controlled by the company (e.g. 

emissions from departmental controlled 

vehicles, diesel generators, gas boilers etc.) 

emissions are classed as indirect emissions 

solely from the generation and consumption 

of purchased electricity or steam or heating/ 

cooling. Scope 2 emissions are physically 

produced by the burning of fuels (coal, 

natural gas, etc.) at the power station or 

facilities not controlled by the organisation. 

emissions are the result of actions of a 

company, but occur from sources not 

owned or controlled by the company. Their 

inclusion should be based on their relevance 

to the operations of the organisation. 

More broadly, scope 3 emissions can include: 

• employee business travel (in vehicles or aircraft not 

owned or owned by the reporting organisation) 

• employees commuting to and from work 

• extraction, production and transport of purchased 

fuels consumed 

• extraction, production and transport of other 

purchased materials or goods 

• generation of electricity that is consumed in a 

transport and delivery system (reported by end user) 

• out-sourced activities 

• transportation of products, materials and waste. 


Management 


The following table outlines the QPS’ carbon emissions during 2007-08: 

Category 

Notes 

Carbon emissions 

(Tonnes of CO 2 ) 

Scope 1 

Fuels used by QPS police vehicles 

1 

18 022 

Scope 2 

Purchased electricity for major workplaces 

• Government owned premises 

• Premises leased from the private sector 

2a 

2b 

65 451 

3 589 

Scope 3 

Domestic air travel on commercial airlines 

International travel on commercial airlines 

Domestic travel using Avis rental cars 

Air travel on QPS Airwing 

3 

3 

4 

5 

1 184 

81 

60 

521 

Notes: 

1. The calculated total is consistent with the QPS/QFleet agreed method for calculating emissions for the Annual Report. 

Vehicle emission data is sourced from the Australian Federal Government’s Green Vehicle Guide website. The test 

methods used for determining exhaust emissions and fuel consumption are specified in the Australian Design 

Rules (ADRs). The ADRs adopt the test methods from the United Nations ECE Regulations R83 and R101. The fuel 

consumption figures quoted in the GVG in litres/100km are derived from ADR81/01. 

2a. Electricity – government owned premises 

These figures are based on actuals from current available records of electricity accounts received by DPW, applicable 

for the period 1 July 2007 to 30 June 2008. 

All electricity consumption has been converted to carbon emissions using a combined Scope 2 and Scope 3 

conversion factor of 1.04 kg CO 2 -e/kWh as recommended in the Australian Government’s National Greenhouse 

Accounts Factors workbook. 

2b. Electricity – premises leased from the private sector 

These figures are based on actuals from current available records of electricity accounts received by DPW, applicable 

for the period 1 July 2007 to 30 June 2008 on full year leases. Where full year records were not available, data has 

been apportioned/extrapolated to provide an estimate of full year usage. Where leases are less than 12 months old the 

data relates to the actual period the lease was in place. 

Based on historical data, tenant energy consumption equates to approximately 55% of total building energy use. The 

remaining 45% used to air condition the building and light the common areas of a building forms part of the carbon 

emissions for individual tenants. This 45% has been added to known electricity consumption for private sector leased 

accommodation. 

3 Air travel includes all recorded air travel booked under arrangements managed by the Queensland Government Chief 

Procurement Office (QGCPO) for: 

a. international travel on all airlines 

b. domestic air travel on both the mainline 'trunk' carriers (Qantas and Virgin Blue) 

c. travel on smaller, regional carriers for the period 1 July 2007 to 30 June 2008. 

QGCPO calculates the number of passengers per sector for domestic (Qantas, Qantaslink, Jetstar and Virgin Blue) 

for the period 10 December 2007 to 30 June 2008. This information is then passed on to the respective airline for 

calculation of carbon emissions. 

For regional and international air travel for 2007-08 and domestic air travel as defined above for the period 1 July 

2007 to 9 December 2007, the following methodology is used: 

From data provided by each airline, agency or travel management company QGCPO calculates the kilometres flown. 

The kilometre figure is divided by 100 and multiplied by an industry average number of litres of fuel burnt per 

passenger per 100 kms. A factor of 5 has been used for regional, international and domestic travel. 

4 The hire car vehicle emissions show only emissions for Avis vehicles booked under Standing Offer Arrangement 

QP681 managed by the Queensland Government Chief Procurement Office; Avis is the major supplier under this 

arrangement. They supply emission figures based on the Green Vehicle Guide published by the Department of 

Infrastructure Transport Regional Development and Local Government. Their emission calculation scheme for carbon 

will be accredited for their offset scheme. Vehicle use linked to other suppliers is not available. 

5 QPS Airwing air travel is not purchased through the QGCPO. 



Management

Vehicle fleet carbon emission action plan 

The QPS has developed an action plan to deliver 

progressive reductions in the CO² emissions of the QPS 

fleet in line with the targets set by the Government’s 

Fleet Manager. 

The targets set a reduction of CO² emissions of at least 

15 percent by 31 December 2010, 25 percent by 2012 

and 50 percent by 2017 compared to a baseline of 

30 June 2007. 

The initiatives to achieve imminent and future targets 

include: 

• changing the vehicle selections to more efficient 

general duty sedans and turbo diesel powered 

automatic 4WDs 

• introducing a range of hybrid and small turbo 

diesel sedans 

• evaluating future technological developments by 

manufacturers 

• redesigning operational equipment as necessary 

• reviewing some operational procedures to 

accommodate the changes in vehicle technology 

and equipment. 

The QPS has already achieved the 2010 target with 

current initiatives. 

Early response to mitigating climate change has seen 

the overall fleet fuel efficiencies improve. The fleet 

has travelled 9 percent more in 2008 than 2007, but 

at approximately the same 2007 fuel bill, in spite of 

increasing fuel costs. 

Energy consumption action plan: QPS buildings 

ClimateSmart Buildings Strategic Energy Efficiency 

Policy for Queensland Government Buildings is a wholeof-Government 

strategy for reducing carbon emissions 

and energy consumption in government-owned 

commercial office buildings throughout Queensland. 

This includes all QPS-owned stations and facilities as 

well as any premises leased by the QPS. This policy 

does not apply to residential buildings. 

The Strategic Energy Management Plan outlines strategies 

and initiatives planned by the QPS to achieve the 

mandatory targets of 5% reduction by 2010 and a 20% 

reduction by 2015. 

In order to meet the first mandatory target of a 5% 

reduction by 2010, the QPS has liaised extensively with 

the Department of Public Works Government Energy 

Management Strategy Unit. 

Larger buildings, such as district and regional offices 

including Police Headquarters, will be considered for 

energy performance contracts. In these instances, energy 

performance contractors will analyse the buildings 

individually and identify retrofits and improvements 

to energy performance. A reduction of at least 20% in 

energy consumption is likely to be achieved. 

Other reporting 

Weapons licensing 

The Weapons Licensing Branch issued 12 818 new or 

replacement licences, renewed 42 088 licences and 

received 32 078 applications for the issue of permits 

to acquire firearms. There are 45 772 licences due for 

renewal in 2008-09. The Branch also provided support, 

training and advice to internal and external clients 

throughout the year. 

Recordkeeping 

The Registry Section is responsible for the development, 

review and maintenance of Police Service corporate 

records management policies, procedures, standards, 

guidelines and training programs to ensure that the 

Service meets its responsibilities under the Public 

Records Act 2002 and continues to improve recordkeeping 

processes to enhance compliance with Information 

Standard 40. 

Key activities in 2007-08 included: 

• ongoing consultation with Police Service business 

areas to improve recordkeeping practices 

• large-scale training sessions in recordkeeping 

practices to improve records management within 

the Service, including compliant records disposal 

practice 

• further rollout of a compliant electronic document 

and records management system (eDRMS) to key 

offices within the Police Service 

• involvement in whole-of-Government negotiations 

with eDRMS vendors to expand the range of 

eDRMS products approved for use in Queensland 

Government agencies 

• participation in the review of the Queensland 

State Government Business Classification Scheme 

and Thesaurus of Administrative Terms (QKey) to 

provide agencies with a relevant and standard set 

of terminology for use in managing administrative 

records. 


Management 


Freedom of information 

In 2007-08 the Freedom of Information (FOI) and Privacy 

Unit received 2 598 FOI applications. All applications 

were processed within statutory timeframes. The unit 

continues to provide support, training, and advice to 

internal and external clients, while maintaining professional 

relationships with the Office of the Information 

Commissioner and other FOI sections within government. 

Queensland Police who resigned from the Service and lost their lives fighting in World War II have received a 

unique honour. 

In the lead up to National Police Remembrance Day a memorial plaque in recognition of the former officers 

was unveiled at the Rocky Creek War Memorial Park at Tolga on 12 August 2007. 

During World War I, police officers could enlist while being an active member of the Service. Queensland lost 

thirty men who are honoured on National Police Remembrance Day. In World War II it was declared officers 

must resign from the Service in order to fight. The exact number of resignations and deaths as a result of the 

war is unknown. 

Over 1 000 people turned out for the unveiling including family members, police and military personnel. It 

was a fitting tribute to the officers who made the decision to not only protect their communities but to protect 

the safety and security of all Australians. 



Management


Human resource management 

The Healthy Workplaces Project is a collaborative 

research project between the Service and Griffith 

University, and is assisted by a Queensland Smart State 

Fellowship Grant. 

The project will span three years and include a pre 

and post study involving an intervention group and 

a control group. The project is expected to realise 

outcomes such as improved workforce practices; 

improved health, safety and wellbeing; improved 

delivery of policing services; and the development and 

implementation of a sustainable model for building 

leadership capability. 

Chaplaincy is in the final planning stage to host the 

2008 National Police Chaplains’ Conference which 

will bring together chaplains from Australia and New 

Zealand. This annual national conference provides 

a forum for ongoing training and development for 

chaplains, as well as strengthening the national group 

and thereby enhancing our ability to provide support 

and assistance across jurisdictional boundaries. 

Information management 

The National Police Reference System, previously 

known as the Minimum Nationwide Person Profile 

initiative will go live, providing Queensland person 

of interest information to other Australian law 

enforcement jurisdictions in October 2008. Receiving 

person of interest information from other jurisdictions 

will be implemented in Queensland by February 2009. 

The Policelink contact centre is scheduled to commence 

operations in January 2010. 

The introduction of Policelink will result in significant 

changes and operational benefits within the QPS. It is 

anticipated that the introduction of Policelink will: 

• save about 250 000 operational police hours 

annually 

• improve access to non-urgent police assistance and 

information 

• reduce call volumes to police operation centres by 

30%. 

Physical resource management 

Improved energy performance 

Throughout 2008-09 an Energy Performance Contract 

assessment will be conducted in Police Headquarters 

and the Brisbane Watchhouse to identify retrofits and 

improvements to energy performance. 

The majority of police stations in Queensland are 

considered medium sized buildings. Throughout 

2008-09 the lighting and heating, ventilation and 

air conditioning (HVAC) systems will be audited for 

possible upgrades. Lighting upgrades at Mount Isa and 

Toowoomba police stations will be completed. 

In 2008-09, smaller QPS buildings are to be upgraded 

through maintenance programs and, subject to the 

availability of funding, incandescent globes will be 

replaced with fluorescent tubes or globes. 

The Digital Electronic Recording of Interview 

Equipment Project will place modern, computer based, 

digital recording equipment in all of the 320 interview 

rooms across the State by end of the 2009 calendar year. 

The workforce model for Policelink, the future Police 

Contact Centre, will be developed and a graduated 

internal communications and marketing strategy will be 

launched in July 2008. 


Management 


From the regions 

For policing purposes, the State is divided into eight police regions. An assistant commissioner is responsible for 

the overall management of each region in a manner that is consistent with the strategic directions, objectives and 

policies of the Service. The following map shows the boundaries of each police region. 

Far Northern 

Region 

Northern Region 

Central Region 

Southern Region 

North 

Coast 

Region 

South 

Eastern 

Region 

Metropolitan 

North 

Region 

Metropolitan 

South 

Region 


From the regions



• Public order and safety 

• Crime prevention and community partnerships 

• Civil emergencies and major events 

Key achievements 

The Queensland Police Service, in partnership with the 

Queensland Police Citizens’ Youth Welfare Association, 

initiated the innovative CAPE (Community Activity 

Programs through Education) Program. The Program’s 

charter has a crime prevention focus on developing 

activities to reduce boredom in isolated communities 

and stimulate social capacity building through a 

coordinated, whole-of-Government approach. Sport 

and recreational activities offer a significant alternative 

to substance abuse and other problems in our 

Indigenous communities. 

The program commenced with Wujal Wujal community 

in 2004, and has now expanded to include the Hope 

Vale and Napranum communities. 

In 2008-09, CAPE will be expanding to provide support 

to the children of Cape York Indigenous communities 

that elect to go dry as part of the Government’s alcohol 

reform process. 

Mackay Police in conjunction with the Mackay Community 

Crime Prevention Team launched the Walk Away Cool 

Down Program to help reduce violence in the Mackay 

City Heart. This project has been very well received by 

the media and public. Many patrons enthusiastically 

supported the logo “Walk Away Cool Down” as they 

partied in the City Heart. 

Proactive strategies include community service 

television and radio advertisements, a poster and 

bumper sticker campaign and the use of other antiviolence 

campaign items/materials to promote the 

campaign's message. 

Police in Metropolitan North Region implemented a trial 

project called Project Id–It in the Sandgate area. The 

principal aim of the project was to increase the level of 

property marking, with a view to deterring property crime, 

by using microdot technology as well as more traditional 

methods. The seven-month trial resulted in 473 property 

identification number registrations on the QPS property 

database, compared to 56 in the same period in 2006. 

Project Id–It will be implemented in Metropolitan North 

Region in 2008-09 based on this demonstration of 

community acceptance. 

Griffith University has evaluated the Petrea Court 

Partnership Project initiated by Metropolitan South 

Region as a success. Elderly residents of the Petrea 

Court housing complex at Wynnum West were living 

in social isolation and had a high level of fear of 

crime. Wynnum Police District formed a partnership 

with the Petrea Court Tenants Group, Department of 

Housing Bayside District Office, Bay and Brisbane South 

Regional Tenants Group, QBuild, Wynnum RSL Sub 

Branch, Metropolitan Funerals Wynnum and staff from 

the School of Criminology at Griffith University. The 

project produced positive outcomes which enhanced 

the safety and quality of life of residents, reduced 

their fear of crime, resulted in the urban renewal of the 

complex and increased the confidence of family members 

that their loved ones residing in the complex were safe 

and secure. A particular strength of the project is that 

it provides a blueprint that can be utilised in other 

communities. 

The Violence No Way Project operating in Far 

Northern Region won the Department of Communities 

Partnerships Award for 2008. It employs a number 

of strategies that aim to raise public awareness about 

violence and the non-tolerance of violence in the 

community. 

It provides and enhances avenues of assistance for 

victims and offenders, encourages the community to 

address violence, and increases community confidence 

in the Queensland Police Service and community 

agencies working to reduce violence. 

Senior Constable Cherie Crane and VIP Doug Smith. 

Microdot technology complements current property 

marking techniques used by police. 



The Brisbane Central District Bicycle Squad consists of 15 staff and provides a highly visible, proactive policing resource. 

The squad has proven to be highly effective in patrolling the CBD’s entertainment precincts, parks, gardens, bikeways and 

commercial/retail precincts. 

Over the past four years, police in the Metropolitan 

North Region have been developing the Coordinated 

Response to Young People at Risk (CRYPAR) Program. 

The Program aims to address the social causes of crime, 

and is a whole of government initiative that assists 

young people and their families with a wide range of 

issues. The program has assisted families and young 

people to access support, reduced calls for police 

assistance, and provided greater collaboration and 

engagement between agencies—resulting in an enhanced 

social infrastructure and a safer community. The 

implementation of CRYPAR has seen the enrichment 

of community support networks and the fostering of 

more assured communities. Agencies are now working 

together in treating dysfunctional families as a whole, 

which is good for everyone—the young person, the 

family, the police and the community in general. 

‘OWLS’ (Older Wiser Living Safely) is a proactive 

initiative in Northern Region developed to respond to 

the concerns of senior citizens about safety issues. It 

is a partnership between the QPS, Townsville Safe 

Community, Senior Safety Working Group and Radio 

103.9 Triple T. A monthly radio format provides seniors 

with information about how to tackle challenges they 

may face in continuing to live independently in the 

community. The information provided has a particular 

focus on reducing the risk of becoming a victim of 

crime, which helps seniors to feel safe. 


From the regions

The Logan Police District is the largest diverse 

multicultural community in Queensland, and creates 

unique challenges in the provision of policing services. 

To address these challenges police work in partnership 

with community based services and local government 

to focus on the needs of the local community. The 

Police and Pacific Island Partnership Group held four 

‘Spark-it-up’ events which are specifically aimed at 

youth and highlight contemporary cultural awareness. 

This partnership group was awarded the ‘2008 Logan 

Ethnic Organisation Award’ and was nominated as the 

Ethnic Organisation of the Year through the Logan City 

Council. 

In partnership with James Cook University, Far Northern 

Region is conducting research in five Cape York and 

Torres Strait communities to identify the extent of 

cannabis abuse and its impact on the community. The 

results obtained from the Weed it Out Project will be 

used to develop educational packages and intervention 

strategies relating to demand reduction, supply reduction 

and harm minimisation. Strategies will be developed in 

consultation with each community to create ownership 

of the problem at the community level. 

Police from North Coast Region are involved in the 

Child Safety Awareness Project, which also involves 

key stakeholders producing computer based educational 

resources to support child safety. The project is aimed 

at harnessing contemporary technology and engaging 

the community to enhance the delivery of child protection 

education and provide children with an increased 

awareness of how they can act in a risk situation. 

Project Safehands is an initiative developed in Southern 

Region focussing on increasing community and 

parental awareness of the physical abuse of children 

from birth to four years of age. It is based on an 

integrated services model incorporating information and 

education resources, underpinned by early intervention 

and prevention strategies. The QPS partnered with 

the Department of Child Safety, Queensland Health, 

Department of Communities, the Brisbane Broncos and 

the Ipswich City Council to develop this initiative. An 

evaluation of the program by the University of Southern 

Queensland has reported successful outcomes, especially 

in terms of reducing the incidence of abuse and raising 

awareness of the issue. A Safehands website has been 

developed at: www.safehands.qld.gov.au/ 

The future of our children is in our hands. Brisbane Broncos worked with police and a number of other agencies 

to develop Project Safehands. 





• Personal safety 

• Property security 

• Significant criminal networks 


Operation Southern Alliance is an ongoing police 

response on the Gold Coast. Hoon related activities 

and youth street gatherings were generating excessive 

calls for service. Police formulated a response that 

incorporated multi-divisional rostering of a mixture 

of response units including uniform, plain clothes and 

dog squad officers. As well as the large database of 

intelligence holdings produced by the activities of these 

officers, the effectiveness of the operation has seen a 

marked decrease in unruly youth street gatherings. 

In February a six-month trial of the Cold Case Playing 

Cards project was commenced at the Arthur Gorrie 

and Brisbane Women’s Correctional Centres, as well 

as the Toowoomba Watchhouse. This project is based 

on an overseas concept where playing cards depicting 

unsolved serious crimes are distributed to prisons and 

police watchhouses. A key outcome of this project is the 

increase in intelligence provided to the QPS by people in 

custody using Crime Stoppers to pass on information. 

Over a three-month period, the project generated 

approximately 300 telephone contacts. Queensland 

Corrective Services advised the project was well accepted 

and may extend it to other correctional centres. 

Operation Mania was conducted in Brisbane Central 

District. The primary focus of this initiative was to 

address repeat calls for service and the heightened 

levels of offending associated with, and surrounding, 

boarding houses located in the CBD. Project partners 

groups included the Tennant Advice and Advocacy 

Service, the Brisbane City Council and boarding house 

owners and managers. 

The operation achieved a 12% reduction in calls for 

service at target premises compared to the preceding 

six months. This operation also assisted in the arrest of 

offenders wanted in connection with a range of serious 

crimes. 

In response to an increase in alcohol related crime, the 

Sunshine Coast District initiated a strategic initiative to 

target public order offences and to reduce the incidence 

of alcohol related violence. Special Public Order 

Teams (SPOT) were created to target public order hot 

spots. This has had a positive impact on the number of 

public order arrests and a reduction in serious assaults, 

particularly in the Mooloolaba precinct which had 

previously been a ‘hot spot’ for local police. This has 

been complemented by the commencement of the 

‘Speed Processing System’ at Maroochydore Watchhouse 

to streamline the processing of offenders and reduce 

officer down-time. 

Formalised Liquor Accords have been implemented in 

Mooloolaba, Caloundra and Noosa business districts—all 

of which have been widely embraced by local licensees 

and business owners. 

Queensland Police work in partnership with the community to prevent crime in rural areas. 


From the regions



• Road safety initiatives 

• Traffic policing 


Three QPS road safety projects were recognised at the 

2007 Queensland Road Safety Awards: 

• The Youth Drive Right Program was a joint winner 

in the Government Category. Initiated by the 

Gladstone school based police officer in Central 

Region, the program is designed to be cost-effective, 

deliverable from within local communities, and 

relevant to the needs of young people as they embark 

on the first phase of their driving careers as learners 

and novice drivers. 

• The other winner in the Government category 

was Road Safety Western Queensland Style, an 

initiative developed by police in Charleville District. 

It is designed to reduce the number of rollover 

crashes involving caravans and camper trailers in 

the south-west region of Queensland. Visitors to 

the area are provided with information on driving 

to road conditions, dealing with road hazards, 

asking advice and advising others, driver fatigue 

management, vehicle checks, ‘reading the road’ and 

checking the weather. Since the project’s inception, 

Charleville District has seen a reduction in vehicle 

related traffic crashes involving the target group. 

• The Schools category was won by an officer from 

Jimboomba with his Behaviour, Risk, Attitude, 

Knowledge, Education Program (BRAKE), which 

targets novice driver safety. 

Planning Your Futures Driving is a confrontational 

seminar program tailored to drivers between the ages of 

17-25 and developed in Far Northern Region. Students 

are encouraged to attend with parents, and employers 

with employees. The program brings drivers (the 

audience) into contact with people who regularly attend 

traffic crashes (police officers, Queensland Fire and 

Rescue Service officers, Queensland Ambulance Service 

officers and Queensland Health nurses) and people who 

have survived traffic crashes who relay their personal 

accounts. The information provided to the audience is 

personal and gives an insight into how traffic crashes 

affect people within the community. 

The Attitudinal Driving Workshops are the product of 

a partnership between the Wynnum District Traffic 

Branch and the Redlands RSL which seek to change 

the driving behaviour of young people. Attendees 

are guided through an emotional journey, where the 

experiences of victims, offenders and expert presenters 

are shared. The underlying theme of the workshops 

is ‘Too young to die—it's your choice’. Injury traffic 

crashes involving the target demographic within the 

Wynnum District have been reduced since the inception 

of the attitudinal driving workshops. 

The design of the program has been strongly 

informed by the available evidence and the advice 

of road safety experts, including the Centre for 

Accident Research and Road Safety-Queensland. 

Rather than focusing on enhancing the practical 

driver skills of young drivers, this innovative 

approach focuses on their decision-making skills. 





• Training and professional development 

• Ethical conduct and integrity 

• Public accountability 

In May 2008 a conference was held in Metropolitan 

South Region for detectives concentrating on a strategic 

approach to dealing with emerging issues in criminal 

investigation. As a result, best practice approaches 

are being adopted to maximise the efficient use of 

resources. 

Exercise Medusa, a desktop exercise designed to practice 

district level disaster management arrangements, was 

conducted in the Southern Region in June 2008. 

The exercise scenario involved exposure to avian 

influenza and the resulting pandemic impacting upon 

the community. An outcome of the exercise was the 

validation of components of the Interim Queensland 

Pandemic Influenza Plan and QPS draft Pandemic 

Influenza Strategic Plan. 

Members of QPS, New South Wales Police, Queensland Health and Emergency Management Queensland who participated in 

Exercise Medusa. 


From the regions

The Russell A Wilson patrol vessel is used in search and rescue operations in Far Northern Region. 



Financial summary 2007-08 

At the end of the 2007-08 financial year, the Service 

was in a sound financial position, with an operating 

surplus of $514 000. 

Financial performance 

Income 

During the 2007-08 financial year, the Service earned 

income of $1 416.7 million. This was an increase of 

$136.6 million (10.7%) compared to 2006-07, and was 

mainly due to an increase in output revenue of $124.8 

million and an $11.2 million increase in user charges. 

User charges 

$39.16M 

Grants and contributions 

$23.64M 

2007—08 

Total income 

$1 416.7 million 

Other revenue 

$3.42M 

Gains on sale 

$1.37M 

Output revenue 

$1,349.12M 

Expenditure 

QPS total expenditure in 2007-08 was $1 416.2 million. 

This resulted in a 10.7 per cent increase in expenditure 

of $136.6 million compared to 2006-07 which comprised 

an increase of $93.3 million in employee expenses, an 

additional $38.5 million in supplies and services, and 

increased depreciation expenses of $7.7 million. 

2007—08 

Total expenses 

$1 416.2 million 

Supplies and services 

$255.71M 

Grants and contributions 

$2.17M 

Depreciation and amortisation 

$62.58M 

Impairment losses 

$0.07M 

Revaluation decrement 

$1.64M 

Other expenses 

$8.02M 

Employee expenses 

$1 085.99M 


Financial summary 2007-08

Financial position 

Assets 

The net asset position of the department at year’s end 

was $1 628.3 million. This was an increase of $177.0 

million on the 2006-07 net asset position of $1 451.2 

million. 

Liabilities 

The $8.4 million increase in total liabilities resulted 

from increases in trade creditors and annual leave 

payable. 

Total assets increased by $185.5 million, reflecting 

an increase of $165.5 million in property, plant and 

equipment, and increases in cash and cash equivalents 

of $17.0 million. 

In 2007-08, the Service delivered its departmental 

outputs at a cost of $1 416.2 million. The cost 

of the Corporate Resource Management output is 

proportionately spread, for the purposes of determining 

the cost of each deliverable. 

Queensland Police Service expenditure by output 





$0M $50M $100M $150M $200M $250M $300M $350M $400M $450M $500M 

Financial summary 2007-08 


Queensland Police and Police Liaison Officers promote positive relationships with local communities. 


Financial statements 2007-08

Financial statements 2007-08 

Page No. 

Income statement 93 

Balance sheet 94 

Statement of changes in equity 95 

Cash flow statement 96 

Income statement by outputs 97 

Notes to and forming part of the financial statements 98 

Certificate of the Queensland Police Service 123 

Independent audit report 124 

General information 

This financial report covers the Department of Police. 

The Department of Police is a Queensland Government Department established under the Public Service Act 2008. 

A description of the nature of the department's operations and its principal activities is included in the notes to 

the financial statements. 

For information in relation to the department's financial report please call (07) 3364 6759 or visit the 

departmental internet site www.police.qld.gov.au. 

Amounts shown in this financial report may not add to the correct sub-totals or totals due to rounding. 



Department DEPARTMENT of Police OF POLICE 

Income INCOME Statement STATEMENT 

For the year ended ended 30 30 June June 2008 2008 

Notes 2008 2007 

$'000 

$'000 

Income 

Revenue . 

Output Revenue 2 1,349,115 1,224,293 

User charges 3 39,156 27,982 

Grants and contributions 4 23,638 22,000 

Other revenue 5 3,423 4,868 

Gains 

Gain on sale of property, plant and equipment 6 1,371 1,003 

Total Income 1,416,703 1,280,146 

Expenses 

Employee expenses 7 1,085,994 992,716 

Supplies and services 8 255,712 217,228 

Grants and contributions 9 2,166 638 

Depreciation and amortisation 10 62,580 54,916 

Impairment losses 11 73 26 

Revaluation decrement 12 1,644 2,679 

Other expenses 13 8,020 11,367 

Total Expenses 1,416,189 1,279,570 

. 

Operating Surplus 514 576 

The accompanying notes form part of these statements. 

Page 1 

92 




Balance BALANCE Sheet SHEET 

as as at at 30 30 June June 2008 2008 


$'000 

$'000 

Current Assets 

Cash and Cash Equivalents 14 135,687 118,676 

Receivables 15 24,506 21,200 

Inventories 16 3,181 3,195 

Other current assets 17 7,154 6,272 

170,528 149,343 

Non-current assets classified as held for sale 18 658 4,406 

Total Current Assets 171,186 153,749 

Non Current Assets 

Intangibles 19 47,485 44,960 

Property, plant and equipment 20 1,619,168 1,453,661 

Total Non Current Assets 1,666,653 1,498,621 

Total Assets 1,837,839 1,652,370 

Current Liabilities 

Payables 21 145,639 52,612 

Accrued employee benefits 22 34,568 116,073 

Other current liabilities 23 29,372 26,404 

Total Current Liabilities 209,579 195,089 

Non Current Liabilities 

Accrued employee benefits 22 - 6,066 

Total Non Current Liabilities - 6,066 

Total Liabilities 209,579 201,155 

Net Assets 1,628,260 1,451,215 

Equity 

Contributed equity 466,267 371,316 

Asset Revaluation Reserve 26 780,091 700,565 

Retained surpluses 381,902 379,334 

Total Equity 1,628,260 1,451,215 


Page 2 



DEPARTMENT OF POLICE 

Department STATEMENT of OF Police CHANGES IN EQUITY 

Statement For the year of ended Changes 30 in June Equity 2008 

For the year ended 30 June 2008 

Retained Surpluses Asset Revaluation Reserve Contributed Equity 

2008 2007 2008 2007 2008 2007 

$'000 $'000 $'000 $'000 $'000 $'000 

Balance 1 July 379,334 376,309 700,565 450,315 371,316 322,197 

Operating surplus/(deficit) 514 576 - - - - 

Non-owner changes in equity: 

- Revaluation increments - - 81,322 252,407 - - 

- Correction of errors 49 125 - - - - 

- Sale of revalued assets 1,797 2,157 (1,797) (2,157) - - 

Transactions with owners as owners: 

- Equity injections adjustment (Note 2) - - - - 85,546 49,119 

- Assets received - - - - 43 - 

- Net leave liabilities transferred to (from) other departments 208 167 - - - - 

- Non-current component of annual leave entitlements - - - - 9,362 - 

Balance 30 June 381,902 379,334 780,090 700,565 466,267 371,316 


Page 3 

94 




Cash CASH Flow FLOW Statement STATEMENT 

For as at the 30 year June ended 2008 30 June 2008 


$'000 

$'000 

Cash flows from operating activities 

Inflows: 

Output receipts 1,332,367 1,234,694 

User charges 42,052 28,520 

Grants and contributions 12,927 4,189 

GST input tax credits from ATO 39,016 33,176 

GST collected from customers 7,951 6,571 

Interest receipts 154 3,523 

Other 6,780 1,986 

Outflows: 

Employee Expenses (1,083,815) (981,590) 

Supplies and Services (221,673) (224,189) 

Grants and contributions (2,571) (715) 

GST paid to suppliers (41,795) (32,866) 

GST remitted to ATO (7,331) (6,663) 

Other (5,086) (1,434) 

Net cash provided by (used in) operating activities 24 78,976 65,202 

Cash flows from investing activities 

Inflows: 

Sales of property, plant and equipment 20,018 25,684 

Outflows: 

Payments for property, plant and equipment (162,894) (91,401) 

Payments for intangibles (8,271) (15,605) 

Net cash provided by (used in) investing activities (151,147) (81,322) 

Cash flows from financing activities 

Inflows: 

Equity Injections 106,894 53,240 

Outflows: 

Equity Withdrawals (17,712) (7,952) 

Net cash provided by (used in) financing activities 89,182 45,288 

Net increase (decrease) in cash held 17,011 29,168 

Cash at beginning of financial year 118,676 89,509 

Cash at end of financial year 14 135,687 118,676 


Page 4 



Department DEPARTMENT DEPARTMENT of OF Police POLICE OF POLICE 

Income INCOME INCOME Statement STATEMENT STATEMENT by BY Outputs/Major BY OUTPUTS/MAJOR Activities ACTIVITIES ACTIVITIES 

the For year the ended year ended 30 June 30 2008 


Community Community Safety Safety and and 

Engagement Engagement Crime Crime Management Management Traffic Traffic Management Management 

Professional Professional Standards Standards and 

Ethical Ethical Practice Practice 

2008 2008 2007 2007 2008 2008 2007 2007 2008 2008 2007 2007 2008 2008 2007 2007 2008 2008 2007 2007 

$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 

Total 

Total 

Income* Income* 

Revenue Revenue 

Output Output revenue revenue 411,593 411,593 361,383 361,383 432,845 432,845 410,428 410,428 277,448 277,448 255,299 255,299 227,229 227,229 197,183 197,183 1,349,115 1,349,115 1,224,293 1,224,293 

User charges User charges 13,254 13,254 9,108 9,108 14,185 14,185 10,568 10,568 8,091 8,091 5,847 5,847 3,626 3,626 2,459 2,459 39,156 39,156 27,982 27,982 

Grants Grants and contributions and contributions 7,818 7,818 7,079 7,079 8,253 8,253 5,553 5,553 4,887 4,887 3,585 3,585 2,680 2,680 5,783 5,783 23,638 23,638 22,000 22,000 

Other Other revenue revenue 827 827 1,536 1,536 886 886 1,783 1,783 494 494 981 981 1,216 1,216 568 568 3,423 3,423 4,868 4,868 

Gains Gains 

Gain on Gain sale on of sale property, of property, plant & plant equipment & equipment 468 468 327 327 503 503 379 379 280 280 209 209 120 120 88 88 1,371 1,371 1,003 1,003 

Total Income Total Income 433,960 433,960 379,433 379,433 456,672 456,672 428,711 428,711 291,200 291,200 265,921 265,921 234,871 234,871 206,081 206,081 1,416,703 1,416,703 1,280,146 1,280,146 

Expenses* Expenses* 

Employee Employee expenses expenses 341,453 341,453 297,694 297,694 359,079 359,079 336,229 336,229 215,764 215,764 200,876 200,876 169,698 169,698 157,917 157,917 1,085,994 1,085,994 992,716 992,716 

Supplies Supplies and services and services 70,570 70,570 61,981 61,981 74,580 74,580 70,128 70,128 54,935 54,935 46,640 46,640 55,627 55,627 38,479 38,479 255,712 255,712 217,228 217,228 

Depreciation Depreciation and amortisation and amortisation 18,023 18,023 14,958 14,958 19,334 19,334 17,324 17,324 17,797 17,797 15,372 15,372 7,426 7,426 7,262 7,262 62,580 62,580 54,916 54,916 

Grants Grants and contributions and contributions 889 889 433 433 540 540 111 111 301 301 66 66 436 436 29 29 2,166 2,166 638 638 

Impairment Impairment losses losses 24 24 8 8 25 25 10 10 14 14 5 5 10 10 3 3 73 73 26 26 

Revaluation Revaluation decrement decrement 529 529 2,679 2,679 569 569 - - 317 317 - - 229 229 - - 1,644 1,644 2,679 2,679 

Other Other expenses expenses 2,315 2,315 3,407 3,407 2,379 2,379 3,809 3,809 1,966 1,966 2,178 2,178 1,360 1,360 1,972 1,972 8,020 8,020 11,367 11,367 

Total Expenses Total Expenses 433,803 433,803 381,160 381,160 456,506 456,506 427,611 427,611 291,094 291,094 265,137 265,137 234,786 234,786 205,662 205,662 1,416,189 1,416,189 1,279,570 1,279,570 

Operating Operating surplus/(deficit) 157 157 (1,727) (1,727) 166 166 1,100 1,100 106 106 784 784 85 85 419 419 514 514 576 576 

* Allocation * Allocation of income of income and expenses and expenses from ordinary from ordinary activities activities and includes and includes corporate corporate services services (disclosure (disclosure only): only): 

Income Income 132,759 132,759 118,556 118,556 139,954 139,954 131,141 131,141 96,813 96,813 85,634 85,634 78,207 78,207 64,475 64,475 447,733 447,733 399,806 399,806 

Expenses Expenses 132,759 132,759 118,556 118,556 139,954 139,954 131,141 131,141 96,813 96,813 85,634 85,634 78,207 78,207 64,475 64,475 447,733 447,733 399,806 399,806 

* Refer * paragraph Refer paragraph 1(v) 1(v) 

Page Page 5 5 



Department of Police 

Notes to and forming part of the Financial Report 

as at 30 June 2008 

Notes to the financial statements: 

Page 

Note 1: Summary of significant accounting 98 

policies. 

Note 2: Reconciliation of payments from 108 

consolidated fund to output revenue 

recognised in income statement 

Note 3: User charges 108 

Note 4: Grants and contributions 108 

Note 5: Other Revenue 108 

Note 6: Gain on sale of property, plant 109 

and equipment 

Note 7: Employee expenses 109 

Note 8: Supplies and services 110 

Note 9: Depreciation and amortisation 110 

Note 10: Grants and contributions 110 

Note 11: Impairment losses 110 

Note 12: Revaluation decrement 110 

Note 13: Other expenses 110 

Note 14: Cash and cash equivalents 111 

Note 15: Receivables 111 

Note 16: Inventories 111 

Note 17: Other current assets 111 

Note 18: Non-current assets classified as 111 

held for sale 

Page 

Note 19: Intangible assets 111 

Note 20: Property, plant and equipment 113 

Note 21: Payables 115 

Note 22: Accrued employee benefits 115 

Note 23: Other current liabilities 115 

Note 24: Reconciliation of operating surplus 115 

to net cash provided by (used in) 

operating activities 

Note 25: Non-cash financing and investing 116 

activities 

Note 26: Asset revaluation reserve by class 116 

Note 27: Commitments for expenditure 116 

Note 28: Contingencies 117 

Note 29: Controlled entities 117 

Note 30: Financial instruments 118 

Note 31: Schedule of administered items 121 

Note 32: Reconciliation of payments from 121 

consolidated fund to administered 

item revenue 

Note 33: Trust transactions and balances 121 

Note 34: Agency transactions 122 

Note 35: Events occurring after balance date 122 




Department NOTES TO AND of Police FORMING PART OF THE FINANCIAL REPORT 

Notes For the to year and ended forming 30 part June of 2008 the Financial Report 


Objectives and Principal Activities 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. It also 

provides the following on a fee for service basis: 

1. Summary of Significant Accounting Policies 

(a) Basis of Accounting 

- heavy vehicle road escorts; 

- traffic supervision at road works; and 

- security services at large sporting events. 

The financial statements have been prepared in accordance with Australian Equivalents to International 

Financial Reporting Standards (AEIFRS). 

This financial report is a general purpose financial report. 

In particular, the financial statements comply with AAS 29 Financial Reporting by Government Departments , as 

well as the Treasurer’s Minimum Financial Reporting Requirements for the year ending 30 June 2008 and other 

authoritative pronouncements. 

Except where stated, the historical cost convention is used. 

(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 Note 1(w). 

(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 31. These transactions and balances are not 

significant in comparison to the department's overall Income Statement/Balance Sheet. 

(d) Trust and Agency Transactions and Balances 

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 33 and 34 respectively. Applicable audit 

arrangements are also shown. 

Page 7 




NOTES DEPARTMENT TO AND OF FORMING POLICE PART OF THE FINANCIAL REPORT 

Department For NOTES the TO year AND of ended Police FORMING 30 June PART 2008OF THE FINANCIAL REPORT 



(e) Output Revenue/Administered Revenue 

(e) Output Revenue/Administered Revenue 

Appropriations provided under the Annual Appropriation Act are recognised as revenue when received. 

Appropriations receivable provided under and unearned the Annual appropriation Appropriation revenue Act are are recognised recognised as at revenue 30 June when as approved received. by 

Queensland Appropriations Treasury. 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 Amounts appropriated are reported to the as department 'administered for item' transfer appropriations. to other entities in accordance with legislative or other 

requirements are reported as 'administered item' appropriations. 

(f) User Charges, Taxes, Fees and Fines 

(f) User Charges, Taxes, Fees and Fines 

User charges and fees controlled by the department are recognised as revenues when invoices for the related 

services User charges are issued. and fees User controlled charges by and the fees department are controlled are recognised by the department as revenues where when they invoices can be for deployed the related for 

the services achievement are issued. of departmental User charges objectives. 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 Taxes, to fees Note and 31. fines collected, but not controlled, by the department are reported as administered revenue. 

Refer to Note 31. 

(g) Grants and Contributions 

(g) Grants and Contributions 

Grants, contributions, donations and gifts that are non-reciprocal in nature are recognised as revenue in the 

year Grants, in which contributions, the department donations obtains and gifts control that over are non-reciprocal them. 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. 

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. 

Contributed assets are recognised at their fair value. 

Contributions of services received free of charge or for nominal value are recognised only if the services would 

have Contributions been purchased of services if they received had not free been of charge donated or for and nominal their fair value value are can recognised be measured only reliably. if the services Where would this 

is have the been case, purchased an equal amount if they had is recognised not been donated as revenue and and their as fair an value expense. can be measured reliably. Where this 

is the case, an equal amount is recognised as revenue and as an expense. 

(h) Cash and Cash Equivalents 

(h) Cash and Cash Equivalents 

For the purposes of the Balance Sheet and the Cash Flow Statement, cash assets include cash on hand, all 

cash For the and purposes cheques of receipted the Balance but not Sheet banked and the at 30 Cash June Flow as Statement, well as deposits cash assets at call include with financial cash on institutions. hand, all 

cash and cheques receipted but not banked at 30 June as well as deposits at call with financial institutions. 

(i) Receivables 

(i) Receivables 

Trade debtors are recognised at the nominal amounts due at the time of sale or service delivery. Settlement of 

these Trade amounts debtors are is required recognised within at the 30 nominal days from amounts invoice due date. at the time of sale or service delivery. Settlement of 

these amounts is required within 30 days from invoice date. 

The collectability of receivables is assessed periodically with provision being made for impairment. All known 

bad The collectability debts were written-off receivables as at is 30 assessed June. Increases periodically in the with provision provision for being impairment made for are impairment. based on loss All known events 

as bad disclosed debts were in Note written-off 30. as at 30 June. Increases in the provision for impairment are based on loss events 

as disclosed in Note 30. 

Other debtors generally arise from transactions outside the usual operating activities of the department and 

are Other recognised debtors generally in the same arise way from as transactions other receivables. outside the usual operating activities of the department and 

are recognised in the same way as other receivables. 

Page 8 

Page 8 







(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, except for training costs which are expensed as incurred. 

Net realisable value is determined on the basis of the department’s normal selling pattern. 

(k) Non-Current Assets Classified as Held for Sale 

Non-current assets held for sale consist of those assets which management has determined are available for 

immediate sale in their present condition, and their sale is highly probable within the next twelve months. 

These assets are measured at the lower of the assets' carrying amounts and their fair values less costs to sell. 

These assets are not depreciated. 

(l) Acquisition of Assets 

Actual cost is used for the initial recording of all non-current physical and intangible 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. 

However, any training costs are expensed as incurred. 

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 AASB 116 

Property, Plant and Equipment . 

(m) Property, Plant and Equipment 

Items of property, plant and equipment, with a cost or other value in excess of the following thresholds are 

recognised for financial reporting purposes in the year of acquisition: 

Buildings $10,000 

Land $1 

Major Plant and Equipment $5,000 

Plant and Equipment $5,000 

Items with a lesser value are expensed in the year of acquisition. 

Page 9 







(n) Amortisation and Depreciation of Intangibles and 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 acquisition. 

For each class of depreciable asset the following depreciation and amortisation rates are used: 

Class 

Average Rate 

% 

Buildings 1.67 

Major Plant and equipment 8.82 * 

Motor Vehicles 29.90 

Plant and equipment 10.20 

Intangible assets 16.01 

* Aircraft are classified as major plant and equipment. Revalued aircraft were not depreciated in 2007-08 due 

to a decrement in the revaluation obtained. 

(o) Revaluations of Non-Current Physical and Intangible Assets 

Land, buildings and major plant and equipment are measured at fair value in accordance with AASB 116 

Property, Plant and Equipment and Queensland Treasury’s Non-Current Asset Policies for the Queensland 

Public Sector . 

All other non-current assets, principally plant and equipment and intangibles, are measured at cost. The 

carrying amounts for plant and equipment at cost should not materially differ from their fair value. 

Non-current physical assets measured at fair value are comprehensively revalued on a rolling basis over a five 

year period, 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 completed a five year program of 


progressive comprehensive revaluation of land and buildings as at 1 July 2007, which was carried out by the 

NOTES TO AND FORMING PART OF THE FINANCIAL REPORT 

Department of Natural Resources and Water with reference to recent market transactions conducted on an 


arm’s length basis. 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. 

Major plant and equipment was revalued to fair value on transition to AEIFRS as at 1 July 2004. 

Comprehensive revaluations for this asset class were performed by an external valuer as at 30 June 2008. 

Any revaluation increment arising on the revaluation of an asset is credited to the asset revaluation reserve of 

the appropriate asset class, except to the extent it reverses Page 10 a revaluation decrement for the class previously 

recognised as an expense. A decrease in the carrying amount on revaluation is charged as an expense, to the 


With honour we serve 101 

extent it exceeds the balance, if any, in the revaluation reserve relating to that asset class.





NOTES TO AND FORMING PAR 

For the year ended 30 June 2 


Major plant and equipment w 

Notes Major plant to and and forming equipment part of was the revalued Financial to Report fair value on transition to AEIFRS as at 1 July 2004. Comprehensive revaluations f 

as Comprehensive at 30 June 2008 revaluations for this asset class were performed by an external valuer as at 30 June 2008. 

Any revaluation increment ari 

Any revaluation increment arising on the revaluation of an asset is credited to the asset revaluation reserve the of appropriate asset class, e 

the appropriate asset class, except to the extent it reverses a revaluation decrement for the class previously recognised as an expense. A 

recognised as an expense. A decrease in the carrying amount on revaluation is charged as an expense, to extent the it exceeds the balance 

extent it exceeds the balance, if any, in the revaluation reserve relating to that asset class. 

On revaluation, accumulated 

On revaluation, accumulated depreciation is restated proportionately with the change in the carrying amount the of asset and any change in 

the asset and any change in the estimate of remaining useful life. 

(p) Intangibles 

(p) Intangibles 

Intangible assets with a cost 

Intangible assets with a cost or other value greater than $100,000 are recognised in the financial statements, items with a lesser value bein 

items with a lesser value being expensed. Each intangible asset is amortised over its estimated useful life the to department less any antic 

the department less any anticipated residual value. The residual value is zero for all the department's intangible assets. 

intangible assets. 

It has been determined that t 

It has been determined that there is not an active market for any of the department's intangible assets. As such, the assets are recognis 

such, the assets are recognised and carried at cost less accumulated amortisation. 

Internally Generated Software 

Internally Generated Software 

Expenditure on research activ 

Expenditure on research activities relating to internally-generated intangible assets is recognised as an expense in the period in which it is in 

in the period in which it is incurred. 

Costs associated with the dev 

Costs associated with the development of computer software have been capitalised and are amortised on a straight-line basis over the pe 

straight-line basis over the period of expected benefit to the department, average 6.24 years. 

(q) Impairment of Non-Curren 

(q) Impairment of Non-Current Assets 

All non-current physical and i 

All non-current physical and intangible assets are assessed for indicators of impairment on an annual basis. an If indicator of possible impa 

an indicator of possible impairment exists, the department determines the asset's recoverable amount. Any amount by which the asset's 

amount by which the asset's carrying amount exceeds the recoverable amount is recorded as an impairment loss. 

loss. 

The asset's recoverable amou 

The asset's recoverable amount is determined as the higher of the asset's fair value less costs to sell and depreciated replacement cost 

depreciated replacement cost. 

An impairment loss is recogn 

An impairment loss is recognised immediately in the Income Statement, unless the asset is carried at a revalued amount. When the a 

revalued amount. When the asset is measured at a revalued amount, the impairment loss is offset against asset the revaluation reserve of t 

asset revaluation reserve of the relevant class to the extent available. 

Where an impairment loss su 

Where an impairment loss subsequently reverses, the carrying amount of the asset is increased to the revised estimate of its recoverable am 

estimate DEPARTMENT of its OF recoverable POLICE amount, to the extent that the increased carrying amount does not exceed the carrying amount that would h 

carrying NOTES TO amount AND FORMING that would PART have OF been THE determined FINANCIAL REPORT had no impairment loss been recognised for the asset in prior years. A reversal of an 

prior For the years. A ended reversal 30 June of an 2008 impairment loss is recognised as income, unless the asset is carried at a revalued amount, in which case the re 

amount, in which case the reversal of the impairment loss is treated as a revaluation increase. Refer also Note 1(o). 

Note 1(o). 

(r) 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 2008. 

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. 

Page 11 

Incentives received on entering into operating leases are recognised as liabilities. Lease payments are 

allocated between rental expense and reduction of the liability. 

102 (s) With Payables honour we serve 


Trade creditors are recognised upon receipt of the goods or services ordered and are measured at the agreed

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 2008. 


Notes Operating to and lease forming payments part are of the representative Financial Report of the pattern of benefits derived from the leased assets and are 

as expensed at 30 June in the 2008 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. 

(s) 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. 

(t) Financial Instruments 

Recognition 

Financial assets and financial liabilities are recognised in the Balance Sheet when the department becomes 

party to the contractual provisions of the financial instrument. 

Classification 

Financial instruments are classified and measured as follows: 

- Cash and cash equivalents - held at fair value through profit and loss 

- Receivables - held at amortised cost 

- Payables - held at amortised cost 

The department does not enter transactions for speculative purposes, nor for hedging. Apart from cash and 

cash equivalents, the department holds no financial assets classified at fair value through profit and loss. 

All disclosures relating to the measurement basis and financial risk management of other financial instruments 

held by the department are included in Note 30. 

(u) Employee Benefits 

Wages, Salaries and Sick Leave 

Wages and salaries due but unpaid at reporting date are recognised in the Balance Sheet at the remuneration 

rates expected to apply at the time of settlement. Payroll tax and workers' compensation insurance are a 

consequence of employing employees, but are not counted in an employee's total remuneration package. They 

are not employee benefits and are recognised separately as employee related expenses. Employer 

superannuation contributions and long service leave levies are regarded as employee benefits. 


NOTES For unpaid TO AND entitlements FORMING expected PART OF to THE be FINANCIAL paid within REPORT 12 months, the liabilities are recognised at their 

For undiscounted the year ended values. 30 For June those 2008entitlements not expected to be paid within 12 months, the liabilities are 

classified as non-current liabilities and recognised at their present value, calculated using yields on Fixed Rate 

Commonwealth Government bonds of similar maturity. 

Prior history indicates that on average, sick leave taken each reporting period is less than the entitlement 

accrued. This is expected to continue 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. 

Page 12 

Annual Leave 

An Annual Leave Central Scheme (ALCS) has been established at 30 June 2008 for departments, 

commercialised business units and shared service providers. Member agencies have transferred their annual 

leave liabilities as at 30 June 2008 to the scheme. The current portion of agencies' annual leave is shown as a 

sundry payable to Crown and the non-current portion is shown as a non-appropriated equity adjustment. 

The annual leave liability will be held on a whole-of-government basis and disclosed in the Report on State 

Finances. 

Under the ALCS, member agencies must contribute a levy equal to their accrued quarterly annual leave cost, 



including leave loading and on-costs. Amounts paid to employees for annual leave are claimed back from the 

scheme.

As sick leave is non-vesting, an expense is recognised for this leave as it is taken. 

Annual Leave 

An Annual Leave Central Scheme (ALCS) has been established at 30 June 2008 for departments, 

Department commercialised of Police business units and shared service providers. Member agencies have transferred their annual 

Notes leave liabilities to and forming as at 30 part June of the 2008 Financial to the scheme. Report The current portion of agencies' annual leave is shown as a 

as sundry at 30 payable June 2008 to Crown and the non-current portion is shown as a non-appropriated equity adjustment. 

The annual leave liability will be held on a whole-of-government basis and disclosed in the Report on State 

Finances. 

Under the ALCS, member agencies must contribute a levy equal to their accrued quarterly annual leave cost, 

including leave loading and on-costs. Amounts paid to employees for annual leave are claimed back from the 

scheme. 

Long Service Leave 

Under the Queensland Government’s long service leave scheme, a levy is made on the department to cover 

this cost. Levies are expensed in the period in which they are paid or payable. 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 wholeof-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 Treasurer on the advice of the State Actuary. Contributions 

are expensed in the period in which they are paid or payable. The department's obligation is limited to its 

contribution to QSuper. 

Therefore, 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 . 

Executive Remuneration 

The executive remuneration disclosures in the employee expenses note (Note 7) in the financial statements 

include: DEPARTMENT OF POLICE 


NOTES - DEPARTMENT the aggregate TO AND OF FORMING remuneration POLICE PART of OF all THE senior FINANCIAL executive REPORT officers (including the Chief Executive Officer) whose NOTES TO AND FORMING PA 

remuneration NOTES For the TO year AND ended for FORMING the 30 financial June PART 2008 year OF THE is $100,000 FINANCIAL or more; REPORT and 

For the year ended 30 June 

For - the the number year ended of senior 30 June executives 2008 whose total remuneration for the financial year falls within each successive 

$20,000 band, commencing at $100,000. 

The remuneration disclosed is all remuneration paid or payable, directly or indirectly, by the department or any The remuneration disclosed 

The related remuneration party in connection disclosed with is all the remuneration management paid of the or payable, affairs of directly the entity or indirectly, or any of by its the subsidiaries, department whether or any related party in connection 

related as an executive party in connection or otherwise. with For the this management purpose, remuneration of the affairs includes: of the entity or any of its subsidiaries, whether as an executive or otherwise 

as - wages an executive and salaries; or otherwise. For this purpose, remuneration includes: 

- wages and salaries; 

- wages accrued and leave salaries; (that is, the increase/decrease in the amount of annual and long service leave owed to an - accrued leave (that is, the 

executive, - accrued inclusive leave (that of is, any the increase/decrease the value in of the leave amount balances of annual as a result and long of salary service rate leave increases owed to or an the executive, inclusive of any i 

executive, like); inclusive of any increase in the value of leave balances as a result of salary rate increases or the like); 

like); - performance pay paid or due and payable in relation to the financial year, provided that a liability exists - performance pay paid or 

Page 13 

(namely - performance a determination pay paid or has due been and made payable prior in to relation the financial to the statements financial year, being provided signed), that and a liability can be reliably exists (namely a determination ha 

(namely measured a even determination though the has payment been made may prior not have to the been financial made statements during the being financial signed), year; and can be reliably measured even though the 

measured - accrued even superannuation though the (being payment the may value not of have all employer been made superannuation during the financial contributions year; during the financial - accrued superannuation ( 

year, - accrued both superannuation paid and payable (being as at the 30 value June); of all employer superannuation contributions during the financial year, both paid and payable 

year, - car both parking paid benefits and payable and the as cost at 30 of June); motor vehicles, such as lease payments, fuel costs, 

- car parking benefits and t 

registration/insurance, - car parking benefits repairs/maintenance and the cost of motor and vehicles, fringe benefit such as tax lease on payments, motor vehicles fuel incurred costs, by the agency registration/insurance, repai 

registration/insurance, during the financial year, repairs/maintenance both paid and payable and fringe as at benefit 30 June, tax net on of motor any amounts vehicles subsequently incurred by the reimbursed agency during the financial year, bo 

during by the executives; the financial year, both paid and payable as at 30 June, net of any amounts subsequently reimbursed by the executives; 

by - housing the executives; (being the market value of the rent or rental subsidy - where rent is part-paid by the executive - housing (being the marke 

- housing allowances (being (which the are market included value in of remuneration the rent or rental agreements subsidy of - executives, where rent is such part-paid as airfares by the or other executive travel - allowances (which are inc 

costs - allowances paid to/for (which executives are included whose in homes remuneration are situated agreements in a location of executives, other than such the as location airfares they or other work travel in); and costs paid to/for executives 

costs - fringe paid benefits to/for executives tax included whose in remuneration homes are situated agreements. in a location other than the location they work in); and - fringe benefits tax include 

- fringe benefits tax included in remuneration agreements. 

The disclosures apply to all senior executives appointed by Governor in Council and classified as SES1 and The disclosures apply to all 

The above, disclosures with remuneration apply to all above senior $100,000 executives in the appointed financial by year. Governor 'Remuneration' in Council means and classified any money, as SES1 and above, with remuneration a 



above, consideration with remuneration or benefit, but above excludes $100,000 amounts: in the financial year. 'Remuneration' means any money, consideration or benefit, bu 

consideration - paid to an executive or benefit, by but the excludes department amounts: or any of its subsidiaries where the person worked during the - paid to an executive by th 

financial - paid to year an executive wholly or by mainly the department outside Australia or any during of its subsidiaries the time the where person the was person employed; worked during or the financial year wholly or main

year, both paid and payable as at 30 June); 

- car parking benefits and the cost of motor vehicles, such as lease payments, fuel costs, 

registration/insurance, repairs/maintenance and fringe benefit tax on motor vehicles incurred by the agency 

during the financial year, both paid and payable as at 30 June, net of any amounts subsequently reimbursed 

by the executives; 

- housing (being the market value of the rent or rental subsidy - where rent is part-paid by the executive 

Department - allowances of (which Policeare included in remuneration agreements of executives, such as airfares or other travel 

Notes costs paid to and to/for forming executives part of whose the Financial homes are Report situated in a location other than the location they work in); and 

as - fringe at 30 benefits June 2008 tax included in remuneration agreements. 

The disclosures apply to all senior executives appointed by Governor in Council and classified as SES1 and 

above, with remuneration above $100,000 in the financial year. 'Remuneration' means any money, 

consideration or benefit, but excludes amounts: 

- paid to an executive by the department or any of its subsidiaries where the person worked during the 

financial year wholly or mainly outside Australia during the time the person was so employed; or 

- in payment or reimbursement of out-of-pocket expenses incurred for the benefit of the entity or any of its 

subsidiaries. 

In addition, separate disclosure of separation and redundancy/termination benefit payments is included. 

(v) Allocation of Revenues and Expenses from Ordinary Activities to Corporate Services 

The department discloses revenues and expenses attributable to corporate services in the Income Statement 

by Outputs/Major Activities. 

Revenues and expenses identified as direct costs are fully applied to the relevant output/major activity. 

However indirect overhead revenues and expenses of regions and commands are identified as corporate 

services and are allocated to outputs/activities based on the results of a state-wide activity survey. 

The Corporate Service allocation includes various centralised overhead costs, including superannuation and 

workcover; information, communication and technology costs; property and transport related operating and 

maintenance costs; Shared Service Agency charges; and other support costs. 

(w) Outputs/Major Activities of the Department 

The identity and purpose of the outputs/major activities undertaken by the department during the year are 

listed below: 

• DEPARTMENT Community Safety OF POLICE and Engagement 


This For the output year covers ended activities 30 June 2008 directed towards preventing crime, engaging the community and providing policing 

services that preserve public safety and good order during civil emergencies and special events. 

• Crime Management 

This output includes reactive policing, that is the policing response to general crime and other calls for 

assistance from members of the public. It also includes crime operations and criminal investigations 

Page 14 

conducted throughout the State by specialist officers, typically targeting large-scale offences. 

• Traffic Management 

Traffic Management describes both proactive and reactive policing operations or activities intended to prevent 

or detect motorists committing traffic offences. Road safety makes a significant contribution to the 

Government's outcome for safe and secure communities. 

• Professional Standards and Ethical Practice 

The department provides both pre-service and in-service training designed to establish and maintain a 

professional standard of policing for the Queensland community. The department also commits significant 

resources towards monitoring the ethical standards of its employees. 

(x) Insurance 

The department’s non-current physical assets and other risks are largely insured through the Queensland 

Government Insurance Fund (QGIF), premiums being paid on a risk assessment basis. The department has 

privately insured its motor vehicles and its Air-wing pilots. 

In addition, the department pays premiums to WorkCover Queensland in respect of its obligations for 

employee compensation. 

(y) Rounding and Comparatives 



Amounts included in the financial statements are in Australian dollars and have been rounded to the nearest

The department provides both pre-service and in-service training designed to establish and maintain a 

professional standard of policing for the Queensland community. The department also commits significant 

resources towards monitoring the ethical standards of its employees. 

(x) Insurance 

Department The department’s of Police non-current physical assets and other risks are largely insured through the Queensland 

Notes Government to and Insurance forming part Fund of (QGIF), the Financial premiums Report being paid on a risk assessment basis. The department has 

as 

privately 

at 30 June 

insured 

2008 

its motor vehicles and its Air-wing pilots. 

In addition, the department pays premiums to WorkCover Queensland in respect of its obligations for 

employee compensation. 

(y) Rounding and Comparatives 

Amounts included in the financial statements are in Australian dollars and have been rounded to the nearest 

$1,000 or, where that amount is $500 or less, to zero, unless disclosure of the full amount is specifically 

required. 

Subtotals and totals may not add due to rounding, but the overall discrepancy is no greater than two. 

Comparative information has been restated where necessary to be consistent with disclosures in the current 

reporting period. 

(z) Contributed Equity 

Non-reciprocal transfers of assets and liabilities between wholly-owned Queensland State Public Sector entities 

as a result of machinery-of-Government changes, are adjusted to 'Contributed Equity' in accordance with UIG 

Abstract 1038 Contributions by Owners Made to Wholly-Owned Public Sector Entities . Appropriations for 

equity adjustments are similarly designated. 

(aa) 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 Australian Tax Office (ATO) are recognised and accrued. 

(ab) DEPARTMENT Issuance of OF Financial POLICE Statements 


For The the financial year ended statements 30 June are 2008 authorised for issue by the Commissioner and Director of Finance at the date of 

signing the Management Certificate. 

(ac) Judgements and Assumptions 

The department has made no judgements or assessments which may cause a material adjustment to the 

carrying amount of assets and liabilities within the next Page reporting 15 period. 

(ad) 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 an expense. 

(ae) New and Revised Accounting Standards 

No Australian accounting standards and interpretations issued or amended and applicable for the first time in 

the 2007-08 financial year have an effect on the department. Also, the department has not voluntarily 

changed any of its accounting policies. 

The department is not permitted to early adopt a new accounting standard ahead of the specified 

commencement date unless approval is obtained from the Treasury Department. Consequently, the 

department has not applied any Australian accounting standards and interpretations that have been issued but 

are not yet effective. The department will apply these standards and interpretations in accordance with their 

respective commencement dates. 



(ae) (ae) New New and and Revised Accounting Standards 

No No No Australian accounting standards and and interpretations issued issued or or amended or and and applicable for for for the the the first first time time in in 

in 

the the the 2007-08 financial year year have have an an an effect effect on on on the the the department. Also, Also, the the the department has has not not voluntarily 

changed any any of of its of its its accounting policies. 


The Notes The department to and forming 

is is not is not permitted part of the 

to to 

Financial 

early to early adopt adopt 

Report 

a a new a new accounting standard ahead ahead of of the of the the specified 

commencement as at 30 June date 2008 

date unless unless approval is is obtained is from from the the the Treasury Department. Consequently, the the 

the 

department has has not not applied any any Australian accounting standards and and interpretations that that have have been been issued issued but 

but 

are are are not not yet yet yet effective. The The department will will apply apply these these standards and and interpretations in in accordance in with with their 

their 

At the date of authorisation of the financial report, a number of new or amended Australian accounting 

standards with future commencement dates will have a significant impact on the department. Details of such 

At At At the the the date date of of authorisation of of of the of the the financial report, report, a a number a of of new of new or or amended or Australian accounting 

impacts are set out below. 

standards with with future future commencement dates dates will will have have a a significant a impact impact on on on the the the department. Details Details of of such 

of such 

AASB 1004 Contributions has been revised, and will affect the department from 2008-09. One implication 

AASB AASB 1004 1004 Contributions has has been been revised, and and will will affect affect the the the department from from 2008-09. One One implication 

arising from this revised standard will be that to the extent that no cash consideration is provided/received arising arising from from this this revised revised standard will will be that that - to - - to the to the the extent extent that that no no no cash cash consideration is is provided/received is - - 

- 

transfers of accrued employee benefits between the department and other Queensland Government agencies 

transfers of of accrued of employee benefits between the the the department and and other other Queensland Government agencies 

will need to be recognised as either income or expense in the department's Income Statement, instead of 

will will need need to to be to be be recognised as as as either either income income or or expense or in in the in the the department's Income Statement, instead of 

of 

of 

being adjusted against Retained Surplus (refer to the Statement of Changes in Equity). If the revised AASB 

being being adjusted against Retained Surplus (refer (refer to to the to the the Statement of of Changes of in in Equity). in If If the If the the revised revised AASB 

AASB 

1004 applied to the department during 2007-08, the 2007-08 operating surplus would have increased by 

1004 1004 applied to to the to the the department during during 2007-08, the the the 2007-08 operating surplus would would have have increased by by 

by 

approximately $208,000, comprising an additional $466,375 income due to accrued employee benefits for 

approximately $208,000, comprising an an an additional $466,375 income income due due to to accrued to employee benefits for for 

for 

employees leaving the department, offset by an additional $258,365 in expenses due to accrued employee 

employees leaving leaving the the the department, offset offset by by by an an an additional $258,365 in in expenses in due due to to accrued to employee 

benefits for employees transferred into the department. 

benefits for for for employees transferred into into the the the department. 

The new accounting standard 1052 Disaggregated Disclosures will also impact on the department as from 2008- 

The The new new accounting standard 1052 1052 Disaggregated Disclosures will will also also impact impact on on on the the the department as as as from from 2008- 

2008- 

09. The most significant impact of this standard on the department is that it will require disclosure of the 

09. 09. 09. The The most most significant impact impact of of this of this standard on on on the the the department is is that is that it it will it will require require disclosure of of the 

of the 

the 

amounts of controlled assets and liabilities attributable to each departmental output. If AASB 1052 applied to 

amounts of of controlled of assets assets and and liabilities attributable to to each to each departmental output. If If AASB If AASB 1052 1052 applied to 

to 

to 

the department for 2007-08, the allocation of departmental assets and liabilities to outputs as at the end of 

the the the department for for for 2007-08, the the the allocation of of departmental of assets assets and and liabilities to to outputs to as as as at at the at the the end end of of 

of 

the reporting period would be as follows: 

the the the reporting period period would would be be be as as as follows: 

Community Safety Safety and 

and Crime 

Crime Traffic 

Traffic Professional Standards and 

and 

Engagement 

Management 

$'000 Management 

$'000 Ethical Ethical Practices 

$'000 TOTAL 

TOTAL 

$'000 $'000 

$'000 $'000 $'000 

562,962 $'000 $'000 

592,424 $'000 $'000 

377,763 $'000 

304,690 $'000 

$'000 

1,837,839 

Assets Assets 562,962 Liabilities 592,424 64,198 377,763 67,558 304,690 43,078 1,837,839 

34,745 209,579 

Liabilities 64,198 64,198 67,558 67,558 43,078 43,078 34,745 34,745 209,579 

AASB AASB AASB 101 101 101 101 Presentation Presentation of of Financial of of Financial Statements Statements has has has been been been revised, revised, but but but such such such revisions revisions will will will not not not impact impact impact on on on on the the 

the 

the 

department department until until until 2009-10. 2009-10. This This This revised revised revised standard standard does does does not not not have have have measurement measurement or or or 

recognition or recognition implications. 

implications. 

Instead, Instead, there there there will will will be be be be significant significant changes changes to to to 

the to the the the presentation presentation of of the of of the the the department's department's overall overall overall financial financial performance 

performance 

and and and position, position, particularly particularly the the the the content content of of the of of the the the Statement Statement of of Changes of of Changes in in Equity, in in Equity, Equity, and and and preparation preparation of of a of of a new 

a new 

new 

Statement Statement of of Comprehensive of of Comprehensive Income Income (which (which (which will will will include include include certain certain certain items items items currently currently disclosed disclosed in in the in in the the the Statement Statement of of 

of 

of 

Changes Changes in in Equity). in in Equity). Ignoring Ignoring other other other potential potential impacts impacts on on on on the the the the operating operating result, result, result, if if the if if the the the revised revised revised AASB AASB AASB 101 101 101 101 was 

was 

was 

applied applied by by by by the the the the department department for for for for 2007-08 2007-08 reporting, reporting, it it would it it would would have have have reported reported comprehensive comprehensive income income income of of $79.58 

of of $79.58 

$79.58 

million. million. The The The increase increase in in the in in the the the asset asset asset revaluation revaluation reserve reserve for for for for 2007-08 2007-08 ($79.52 ($79.52 million) million) would would would not not not therefore therefore be be 

be 

be 

included included in in the in in the the the Statement Statement of of Changes of of Changes in in Equity. 

in in Equity. 

Equity. 

AASB 1051 Land Under Roads , applicable to reporting periods beginning on or after 1 July 2008, requires that 

land under roads be recognised as an asset and accounted Page Page 16 16 

16 

for under AASB 116 Property, Plant & Equipment . 

As such, this land could be measured at either cost or at fair value, if reliable measurement can be achieved. 

An election is to be made by affected reporting entities whether land under roads acquired before the end of 

the first reporting period ending on or after 31 December 2007 (i.e befor 30 June 2008) is to be recognised. 

The AASB's Action Alert Number 110 clarifies that the final election to recognise, or not recognise, land under 

roads acquired before 31 December 2007 is to be made prior to the completion of the 2008-09 financial 

statements, but is effective from 1 July 2008. Treasury Department is in the process of developing a suitable 

policy for the recognition and measurement of land under roads to ensure consistent treatment across all 

Queensland Government agencies. 

AASB 1050 Administered Items has been released, and will apply to the department as from 2008-09. This 

standard does not involve any measurement or recognition changes. The additional disclosure arising from this 

standard will require details of the broad categories of recipients of transfer payments and the amounts 

(classified as administered expenses) transferred to such recipients (refer to note 31). 

All other Australian accounting standards and interpretations with future commencement dates are either not 

applicable to the department, or have no material impact on the department. 









2008 2007 

$'000 

$'000 

2. Reconciliation of Payments from Consolidated Fund to Output 

Revenue Recognised in Income Statement 

Budgeted output appropriation 1,387,907 1,263,166 

Transfers from/(to) other headings - (353) 

Lapsed output appropriation (55,540) (28,119) 

Total output receipts 1,332,367 1,234,694 

Plus: Opening balance of output revenue payable 18,383 9,682 

Less: Closing balance of output revenue payable (1,634) (18,383) 

Less: Opening balance of unearned appropriation - (1,700) 

Output revenue recognised in Income Statement 1,349,116 1,224,293 

Reconciliation of Payments from Consolidated Fund to Equity 

Adjustment Recognised in Contributed Equity 

Budgeted equity adjustment appropriation 158,159 121,495 

Lapsed equity adjustment (68,977) (76,207) 

Equity adjustment receipts (payments) 89,182 45,288 

Less: Opening balance of equity adjustment receivable (3,636) (1,327) 

Plus: Closing balance of equity adjustment receivable - 3,636 

85,546 47,597 

Plus: Opening balance of equity withdrawal payable - 1,522 

Equity Adjustment Recognised in Contributed Equity 85,546 49,119 

3. User Charges 

Special Services 21,997 17,375 

Incident Reporting 1,155 815 

Rental of Government Property 206 262 

Sale of goods and services 10,293 9,530 

Network User Charges 5,505 - 

Total 39,156 27,982 

4. Grants and Contributions 

Grants * 3,670 3,838 

Industry contributions 353 20 

Services received at below fair value 19,615 18,142 

Total 23,638 22,000 

* Included in 2007-08 grants are Community Housing ($141k) , Coordination of Police Program ($107k), 

Weed It Out Program ($200k) and National Criminal History Record check ($500k). 

5. Other Revenue 

Interest* 343 2,401 

Taxes, fees and fines 77 70 

Insurance Compensation - QGIF and Other 1,053 1,723 

Salary Related and Other Reimbursements 10 349 

DEPARTMENT Sale of Plant and OF Equipment POLICE (Non Assets) 

NOTES Other TO AND FORMING PART OF THE FINANCIAL REPORT 

For Total the year ended 30 June 2008 

95 

1,843 

3,423 

325 

- 

4,868 

*Due to the abolition of the Cash Management Incentives Regime from 1 January 2007, the department no 

longer earns interest on its surplus funds with Queensland Treasury Corporation. The department continues 

to earn interest on deposits with other financial institutions. 

6. Gain on Sale of Property, Plant and Equipment 

Plant and equipment 1,371 1,003 

Total 1,371 1,003 

7. Employee Expenses 


$'000 

$'000 

108 Employee With honour Benefits we serve 


Page 17 

Wages and salaries 884,014 804,360 

Employer superannuation contributions 119,868 109,653

Travel 5,648 11,845 

Communications 27,393 23,819 

Accommodation and Public Utilities 10,703 10,345 

DEPARTMENT Resources Received OF POLICE Below Fair Value 19,096 15,419 

DEPARTMENT 

DEPARTMENT NOTES Contributions TO AND to 

OF 

OF FORMING national/state 

POLICE 

POLICE PART agencies OF THE FINANCIAL REPORT 

- 2,018 

NOTES 

NOTES For Training the year TO 

TO fees 

AND 

AND ended - courses/membership 

FORMING 

FORMING 30 June PART 

PART 2008 OF 

OF 

THE 

THE 

FINANCIAL 

FINANCIAL 

REPORT 

REPORT 

- 1,550 

For 

For Shared 

the 

the 

year 

year Service 

ended 

ended Provider 

30 

30 

June 

June Charges 



17,684 16,308 

DEPARTMENT Equipment 

Department *Due to the Below abolition 

OF Asset POLICE 

of Police of Threshold the Cash Management levels Incentives Regime from 1 January 2007, 9,791the department no 6,838 

NOTES Operating 

Notes *Due 

*Due longer to 

to earns 

TO 

to the 

the Lease AND 

and abolition 

abolition interest 

FORMING Rentals 

forming on of 

of its the 

the and 

part surplus 

PART 

Cash 

Cash Rental 

of the Management 

Management OF 

funds of Premises THE 

Financial with 

FINANCIAL 

Queensland Incentives 

Incentives REPORT 

Report Regime 

Regime Treasury from 

from Corporation. 1 

January 

January 10,425 

2007, 

2007, The department the department 

department continues no 

no 7,856 

For Other 

as longer 

longer year ended 30 June 2008 

to earn at 30 earns 

earns interest June interest 

interest 

2008 on deposits on 

on surplus 

surplus with other funds 

funds financial with 

with 


Queensland institutions. Treasury 

Treasury 

Corporation. 

Corporation. 27,252 

The 

The 

department 

department 

continues 

continues 15,231 

Total 

to 

to 

earn 

earn 

interest 

interest 

on 

on 

deposits 

deposits 

with 

with 

other 

other 

financial 

financial 

institutions. 

institutions. 

255,712 217,228 

*Due 

6. Gain 

to 

on 

the 

Sale 

abolition 

of Property, 

of the 

Plant 

Cash Management 

and Equipment 

Incentives Regime from 1 January 2007, the department no 

longer 

6. 

6. Plant Gain 

Gain and 

earns 

on 

on equipment Sale 

Sale interest 

of 

of 

Property, 

Property, on its surplus 

Plant 

Plant 

and 

and funds 

Equipment 

Equipment with Queensland Treasury Corporation. The 2008 1,371 

department continues 

1,003 2007 

Total 

to 

Plant 

Plant earn 

and 

and interest 

equipment 

equipment on deposits with other financial institutions. 

$'000 1,371 1,003 

$'000 

Total 

Total 

1,371 

1,371 

1,003 

1,003 

9. 6. Grants Gain on and Sale Contributions of Property, Plant and Equipment 


Grants Plant and – recurrent equipment 1,371 1,003 

$'000 

2,171 


2008 $'000 2007 

2007 638 

Subsidy Total payments 

$'000 

$'000 1,371 (5) 1,003 

$'000 

$'000- 

Total 

7. Employee Expenses 

2,166 638 

7. 

7. 

Employee 

Employee 2008 2007 

Expenses 

Expenses 

10. Employee Depreciation Benefits and Amortisation 

$'000 

$'000 

Buildings 

Employee 

Employee Wages and Benefits 

Benefits salaries 884,014 26,730 804,360 25,126 

Plant 7. Employee Expenses 

Wages 

Wages Employer and 

and 

and superannuation Equipment 

salaries 

salaries contributions 884,014 

884,014 119,868 30,247 

804,360 

804,360 109,653 25,857 

Major 

Employer 

Employer Long service Plant 

superannuation 

superannuation and leave Equipment levy contributions 

contributions 

119,868 

119,868 15,581 110 

109,653 

109,653 14,232- 

Software Employee Benefits 

Long 

Long Voluntary service 

service Purchased Redundancy leave 

leave 

levy 

levyPayments 15,581 

15,581 - - 

14,232 

14,232 123 139 

Software Other 

Wages and salaries 884,014 804,360 

Voluntary 

Voluntary Employee Internally 

Redundancy 

Redundancy Benefits Generated 

Payments 

Payments 5,494 3,743 - 3,810 1,954 139 

139 

Employer superannuation contributions 119,868 109,653 

Other 

Other 

Employee 

Employee 

Benefits 

Benefits 62,580 

3,743 

3,743 54,916 

1,954 

1,954 

Employee 

Long service 

Related 

leave 

Expenses 

levy 15,581 14,232 

11. Voluntary Redundancy Payments - 139 

Employee 

Employee Payroll Impairment Tax* Related 

Related Losses Expenses 

Expenses 

48,261 44,204 

Bad Other Employee Benefits 3,743 1,954 

Payroll 

Payroll Workers Debts Tax* 

Tax* compensation premium * 14,527 48,261 

48,261 19 44,204 

44,204 18,174 26 

Impairment Workers 

Workers 

compensation 

compensation losses on trade premium 

premium receivables * 

14,527 

14,527 54 18,174 

18,174- 

Total 

Employee Related Expenses 

1,085,994 73 992,716 26 

Payroll Tax* 48,261 44,204 

Total 

Total 

1,085,994 

1,085,994 

992,716 

992,716 

12. Workers * Costs Revaluation of compensation workers' Decrement compensation premium * insurance and payroll tax are a consequence of 14,527 employing employees, 18,174 but 

Major are * 

Costs 

Costs not Plant counted of 

of 

workers' 

workers' and Equipment in employees' compensation 

compensation total insurance 

insurance remuneration and 

and 

payroll 

payroll package. tax 

tax They are 

are a are consequence 

consequence not employee of 

of 1,644 employing 

employing benefits, but employees, 

employees, rather 2,679 but 

but 

* Total are 

are employee Costs not 

not 

counted 

counted of related workers' in 

in expenses. employees' 

employees' compensation Employer total 

total insurance remuneration 

remuneration superannuation and payroll package. 

package. contributions tax They 

They are are 

are a consequence and not 

not the employee 

employee long 1,085,994 of service 1,644 benefits, 

benefits, employing leave but 

but levy employees, rather 

rather are 992,716 2,679 but are not 

counted 

employee 

employee regarded in as related 

related employees' expenses. 

expenses. benefits. total 

Employer 

Employer remuneration 


superannuation package. They 

contributions 

contributions are not employee 

and 

and 

the 

the 

long 

long benefits, 

service 

service but 

leave 

leave rather 

levy 

levy employee 

are 

are related 

expenses. * Costs of workers' compensation insurance and payroll tax are a consequence of employing employees, but 

The regarded 

regarded decrement as 

as Employer 

employee 

employee for aircraft, 


benefits. 

benefits. not being a 

contributions 

reversal of a 

and 

previous 

the long 

revaluation 

service leave 

increment 

levy 

in 

are 

respect 

regarded 

of the 

as employee 

same 

benefits. 

are not counted in employees' total remuneration package. They are not employee benefits, but rather 

class Number of assets, of Employees has been recognised as an expense in the Income Statement. 

employee related expenses. Employer superannuation contributions and the long service leave levy are 

Number 

Number The number of 

of 

Employees 

Employees of employees includes both full-time employees and part-time employees measured on a fulltime 

Other number 

13. 

regarded as employee benefits. 

The 

The number equivalent Expenses of 

of 

employees 

employees basis. includes 

includes 

both 

both 

full-time 

full-time 

employees 

employees 

and 

and 

part-time 

part-time 

employees 

employees 

measured 

measured 

on 

on a 

fulltime 

fulltime 

on equivalent 

Loss equivalent disposal basis. 

basis. of non current assets 4,532 2,177 

Number of Employees 

External Number audit of Employees: fees* 13,570 186 13,177 187 

Insurance 

The number of employees includes both full-time employees and part-time employees measured on a fulltime 

equivalent Remuneration 

Other basis. 

100 3,510 

Number 

Number 

of 

of premiums Employees: 

Employees: QGIF 13,570 

13,570 2,936 13,177 

13,177 1,844 

Insurance Executive 

Ex-gratia Executive 

Executive The number payments Remuneration 

Remuneration of senior executives who received or were due to 

322 87 

Property The 

Number The receive number 

number total of 

Plant 

Employees: 

of 

of remuneration and senior 

senior Equipment executives 

executives of $100,000 Write who 

who off received 

received or more: or 

or 

were 

were 

due 

due 

to 

to 

13,570- 13,177 1,199 

Inventory receive 

receive 

total 

total Write remuneration 

remuneration off of 

of 

$100,000 

$100,000 

or 

or 

more: 

more: 

26 26 

Losses 

Executive $100,000 of to Public 

Remuneration $119,999 Monies 17 1 123- 

The number of senior executives who received or were due to 

Gifts $100,000 

$100,000 $120,000 to $119,999 

$119,999 $139,999 3 1 52 

- 

Legal 

receive total remuneration of $100,000 or more: 

$120,000 

$120,000 $140,000 Fees to and $139,999 

$139,999 $159,999 compensation claimable from QGIF 3- 618 

23 

Spouse $140,000 

$140,000 $160,000 Payments to $159,999 

$159,999 $179,999 37 - 182 

39 

Other 

$100,000 $119,999 

$160,000 

$160,000 $180,000 to $179,999 

$179,999 $199,999 (100) 

1 - 

7 1,409 10 

9 

Total 

$120,000 $139,999 

$180,000 

$180,000 $200,000 to $199,999 

$199,999 $219,999 8,020 

3 2 

71 11,367 10 

10- 

$140,000 $159,999 

$200,000 

$200,000 $220,000 to $219,999 

$219,999 $239,999 3 3 

1 - 

$160,000 $179,999 

$220,000 $239,999 

7 9 

* 

$220,000 $240,000 Total external to $239,999 $259,999 audit fees relating to the 2007-08 financial year are estimated to be $201,000 1- (2007: 2 

- 

$180,000 $199,999 

$240,000 $259,999 

7 10 

$155,000). $260,000 $240,000 to There $279,999 $259,999 

are no non-audit services included in this amount. 

1 - 2- 

$200,000 $219,999 

$260,000 

$260,000 $320,000 to $279,999 

$279,999 $339,999 1- 1 

- 

$220,000 

$360,000 $239,999 

$320,000 

$320,000 to $379,999 $339,999 

$339,999 1 - 1- 

$240,000 $259,999 

$360,000 

$360,000 Total to 

to 

$379,999 

$379,999 25 

- 2 

1 27 

- 

$260,000 

Total 

Total to $279,999 1 - 

25 

25 

27 

27 

$320,000 to $339,999 

The total remuneration of executives shown above** ($'000) 

- 1 

4,587 4,918 

$360,000 to $379,999 1 - 

The 

The 

total 

total 

remuneration 

remuneration 

of 

of 

executives 

executives 

shown 

shown 

above** 

above** 

($'000) 

($'000) 

4,587 

4,587 

4,918 

4,918 

** Total The amount calculated as executive remuneration in these financial statements includes 25 the direct 27 

** remuneration ** 

The The 

amount amount received, calculated 

calculated as as well as executive 

executive as items remuneration 

remuneration not directly Page received in 

in 

in these 

these 19by financial 

financial senior statements executives, statements includes such includes as the the movement direct 

direct 

direct remuneration in 

received, remuneration 

remuneration leave The total accruals, remuneration as well received, 

received, fringe as items benefits as 

as of executives well 

well not tax directly as 

as paid items 

items shown on received not 

not motor directly 

directly above** by vehicles senior received 

received ($'000) and executives, by 

by employer senior 

senior such executives, 

executives, superannuation as the 4,587 such 

such movement as 

as contributions. the 

the in movement 

movement leave This accruals, 4,918 in 

in fringe 

benefits leave 

leave amount accruals, 

accruals, will tax therefore paid fringe 

fringe on motor benefits 

benefits differ vehicles from tax 

tax advertised paid 

paid and on 

on employer motor 

motor executive vehicles 

vehicles superannuation remuneration and 

and 

employer 

employer contributions. packages superannuation 

superannuation which This do amount not contributions. 

contributions. include will therefore This 

This latter differ from 

advertised 

** The amount calculated as executive remuneration in these financial statements includes the direct 

amount 

amount items. will 

will executive therefore 

therefore remuneration differ 

differ 

from 

from 

advertised 

advertised packages executive 

executive which do remuneration 

remuneration not include the packages 

packages latter which 

which items. do 

do 

not 

not 

include 

include 

the 

the 

latter 

latter 

remuneration received, as well as items not directly received by senior executives, such as the movement in 

items. 

items. 

leave 

The total 

accruals, 

separation 

fringe 

and 

benefits 

redundancy/termination 

tax paid on motor vehicles 

benefit payments 

and employer superannuation contributions. This 

amount will therefore differ from advertised executive remuneration packages which do not include the latter 

The 

The during total 

total the separation 

separation year to executives and 

and 

redundancy/termination 

redundancy/termination shown above ($'000) benefit 

benefit 

payments 

payments 

- 135 

items. 

during 

during 

the 

the 

year 

year 

to 

to 

executives 

executives 

shown 

shown 

above 

above 

($'000) 

($'000) 

- 135 

135 

The total separation and redundancy/termination benefit payments 

during the year to executives shown above ($'000) 

- 135 

Page 18 

Page 18 

Page 18 



Travel 5,648 11,845 



Resources Received Below Fair Value 19,096 15,419 

Contributions to national/state agencies - 2,018 

Training fees - courses/membership - 1,550 

Shared Service Provider Charges 17,684 16,308 

Equipment Below Asset Threshold levels 9,791 6,838 


DEPARTMENT Operating Lease OF Rentals POLICE and Rental of Premises 10,425 7,856 



27,252 15,231 


For Total the year ended 30 June 2008 

255,712 217,228 


NOTES 8. Supplies TO AND and Services FORMING PART OF THE FINANCIAL REPORT 

For Consultancy the year ended and contractors 30 June 2008 

Materials 


25,927 $'000 

37,723 

2007 

23,253 $'000 

35,242 

9. 8. Repairs Grants Supplies and and and Maintenance Contributions Services 

Grants Consultancy Transfer – Costs recurrent and contractors 

56,630 

25,927 7,439 2,171 

41,201 

23,253 6,303 638 

Subsidy Materials Travel payments 37,723 5,648 (5) 35,242 11,845- 

Total Repairs Communications and Maintenance 56,630 27,393 2,166 23,819 41,201 638 

Transfer Accommodation Costs and Public Utilities 10,703 7,439 10,345 6,303 

10. Resources Travel Depreciation Received and Below Amortisation Fair Value 19,096 5,648 15,419 11,845 

Buildings Contributions Communications to national/state agencies 26,730 27,393 - 25,126 23,819 2,018 

Plant Training Accommodation and fees Equipment - courses/membership and Public Utilities 30,247 10,703 - 25,857 10,345 1,550 

Major Resources Shared Plant Service Received and Provider Equipment Below Charges Fair Value 19,096 17,684 110 16,308 15,419- 

Software Contributions Equipment Purchased Below to national/state Asset Threshold agencies levels 9,791 - - 6,838 2,018 123 

Software Training Operating fees Internally Lease - courses/membership Rentals Generated and Rental of Premises 10,425 5,494 - 7,856 3,810 1,550 

Other Shared Service Provider Charges 62,580 27,252 17,684 54,916 16,308 15,231 

Equipment Total Below Asset Threshold levels 255,712 9,791 217,228 6,838 

11. Operating Impairment Lease Losses Rentals and Rental of Premises 10,425 7,856 

Bad Other Debts 27,252 2008 19 15,231 2007 26 

Impairment Total losses on trade receivables 255,712 $'000 54 217,228 $'000- 

73 26 

9. Grants and Contributions 


12. Grants Revaluation – recurrent Decrement 

$'000 2,171 $'000 638 

Major Subsidy Plant payments and Equipment 1,644 (5) 2,679- 

Total 9. Grants and Contributions 

Grants – recurrent 

1,644 2,166 

2,171 

2,679 638 

638 

The Subsidy 10. Depreciation decrement payments for and aircraft, Amortisation not being a reversal of a previous revaluation increment in (5) respect of the same - 

class Total Buildings of assets, has been recognised as an expense in the Income Statement. 26,730 2,166 25,126 638 

Plant and Equipment 30,247 25,857 

13. 10. Major Other Depreciation Plant Expenses and Equipment and Amortisation 

110 - 

Loss Buildings Software on disposal Purchased of non current assets 26,730 4,532- 25,126 2,177 123 

External Software Plant and audit Internally Equipment fees* Generated 30,247 5,494 186 25,857 3,810 187 

Insurance Major Plant premiums and Equipment QGIF 62,580 2,936 110 54,916 1,844- 

Insurance Software Purchased Other 100- 3,510 123 

Ex-gratia 11. Software Impairment payments Internally Losses Generated 5,494 322 3,810 87 

Property Bad Debts Plant and Equipment Write off 62,580 19 - 54,916 1,199 26 

Inventory Impairment Write losses off on trade receivables 26 54 26- 

Losses 11. Impairment of Public Losses Monies 

Gifts Bad Debts 

73 17 

191 123 26 

26 5 

Legal Impairment 12. Revaluation Fees and losses compensation Decrement on trade receivables claimable from QGIF 54 - 618- 

Spouse Major Plant Payments and Equipment 1,644 73 - 2,679 182 26 

Other Total 1,644 (100) 2,679 1,409 

Total 12. Revaluation Decrement 

8,020 11,367 

The Major decrement Plant and for Equipment aircraft, not being a reversal of a previous revaluation increment 1,644 in respect of the same 2,679 

* class Total Total of external assets, has audit been fees recognised relating to as the an 2007-08 expense financial the Income year are Statement. estimated to be 1,644 $201,000 (2007: 2,679 

$155,000). There are no non-audit services included in this amount. 

The 13. Other decrement Expenses for aircraft, not being a reversal of a previous revaluation increment in respect of the same 

class Loss on of assets, disposal has of been non current recognised assets as an expense in the Income Statement. 4,532 2,177 

External audit fees* 186 187 

Insurance 13. Other Expenses premiums QGIF 

Insurance Loss on disposal Other of non current assets 

2,936 

4,532 100 

1,844 

3,510 2,177 

Ex-gratia External audit payments fees* 322 186 187 

Property Insurance Plant premiums and Equipment QGIF Write off 2,936 - 1,844 1,199 

Page 19 

Insurance Inventory Write Otheroff 100 26 3,510 26 

Ex-gratia Losses of payments Public Monies 322 17 123 87 

Gifts Property Plant and Equipment Write off -1 1,199 5 

Legal Inventory Fees Write and compensation off claimable from QGIF 26 - 618 26 

Spouse Losses of Payments Public Monies 17 - 182 123 

Other Gifts (100) 1 1,409 5 

Total Legal Fees and compensation claimable from QGIF 8,020 - 11,367 618 

Spouse Payments - 182 

Other * Total external audit fees relating to the 2007-08 financial year are estimated to be (100) $201,000 (2007: 1,409 

$155,000). Total There are no non-audit services included in this amount. 

8,020 11,367 

* Total external audit fees relating to the 2007-08 financial year are estimated to be $201,000 (2007: 

$155,000). There are no non-audit services included in this amount. 



Page 19

Travel 5,648 11,845 



Resources Received Below Fair Value 19,096 15,419 

Contributions to national/state agencies - 2,018 

Training fees - courses/membership - 1,550 

Shared Service Provider Charges 17,684 16,308 

Equipment Below Asset Threshold levels 9,791 6,838 


DEPARTMENT Operating Lease OF Rentals POLICE and Rental of Premises 10,425 7,856 



27,252 15,231 

For Total as 

the 

at 30 

year 

June 

ended 



255,712 217,228 


NOTES 14. Cash TO and AND Cash FORMING Equivalents PART OF THE FINANCIAL REPORT 


For Imprest the year accounts ended 30 June 2008 

$'000 230 $'000 217 

Cash at bank 135,457 118,459 

9. 14. Total Grants Cash and Cash Contributions Equivalents 

Grants Imprest – accounts recurrent 

135,687 

2,171 230 

118,676 

217 638 

Subsidy Cash at deposited bank payments with Queensland Treasury Corporation no longer earned interest 135,457 due (5) to the Cash 118,459- 

Total Management Incentives Regime ceasing from 1 January 2007 (refer Note 5). 135,687 2,166 118,676 638 

10. Cash 15. Depreciation Receivables deposited with and Amortisation 

Queensland Treasury Corporation no longer earned interest due to the Cash 

Buildings Management Current Incentives Regime ceasing from 1 January 2007 (refer Note 5). 26,730 25,126 

Plant Trade and debtors Equipment 30,247 12,814 25,857 8,126 

Major 15. Less: Receivables Plant Provision and Equipment for impairment (45) 110 (13) - 

Software Current Purchased 12,769 - 8,113 123 

Software Trade debtors Internally Generated 12,814 5,494 3,810 8,126 

GST Less: receivables Provision for impairment 62,580 6,537 (45) 54,916 5,021 (13) 

GST payables (1,267) 12,769 8,113 (648) 

11. Impairment Losses 

Bad GST Debts receivables 

5,270 

6,537 19 

4,373 

5,021 26 

Impairment GST Equity payables Injection losses Receivable on trade receivables (1,267) 54 - 3,636 (648) - 

Interest 5,270 73 57 4,373 269 

Long service leave reimbursement 3,986 3,030 

12. Loans Equity Revaluation and Injection Advances Decrement Receivable 

Major Interest Other Plant receivables and Equipment 

2,039 - 

1,644 387 57 

3,636 2,039 

2,679 - 9 

Long Total service leave reimbursement 24,506 3,986 1,644 21,200 2,679 3,030 

Loans and Advances 2,039 2,039 

The Other Movements decrement receivables in the for allowance aircraft, not of being provision a reversal for impairment of a previous revaluation increment in 387respect of the same - 

class Total of assets, has been recognised as an expense in the Income Statement. 

Balance at beginning of the year 

24,506 

13 

21,200 

151 

13. Amounts Movements Other written Expenses in the off allowance during the of year provision for impairment 

Loss Amounts on disposal recovered of during non current the year assets 

(41) 

4,532- (140) 

2,177 (13) 

External Increase/decrease Balance audit at beginning fees* allowance of the year recognised in profit or loss 186 73 13 187 151 

Insurance Balance Amounts at written premiums the end off of during QGIF the year the year 2,936 (41) 45 1,844 (140) 13 

Insurance Amounts recovered Other during the year 100- 3,510 (13) 

Ex-gratia Increase/decrease paymentsin allowance recognised in profit or loss 2008 322 73 2007 87 15 

Property Balance at Plant the and end Equipment of the yearWrite off $'000 45- 1,199 $'000 13 

Inventory Write off 26 26 

Losses 16. Inventories of Public Monies 2008 17 2007 123 

Gifts Supplies and consumables - at cost $'000 3,181 1 3,195 $'000 5 

Legal Total Fees and compensation claimable from QGIF 3,181 - 3,195 618 

Spouse 16. Inventories Payments - 182 

Other 17. Supplies Other and Current consumables Assets - at cost (100) 3,181 1,409 3,195 

Total Prepayments 8,020 7,134 3,181 11,367 6,246 3,195 

Other 20 26 

* 17. Total Other external Current audit Assets fees relating to the 2007-08 financial year are estimated to be 7,154 $201,000 (2007: 6,272 

$155,000). PrepaymentsThere are no non-audit services included in this amount. 

Other 18. Non-Current Assets Classified as Held for Sale 

7,134 

20 

6,246 

26 

Total Property Plant and equipment 7,154 658 6,272 4,406 

Total 658 4,406 

18. Non-Current Assets Classified as Held for Sale 

Property 19. Intangible Plant Assets and equipment 658 4,406 

Total Software purchased* 

658 4,406 

At cost - 2,002 

Page 19 

19. Less: Intangible accumulated Assetsamortisation - (1,044) 

Software purchased* 

- 958 

Software At cost internally generated 

- 2,002 

Less: At cost accumulated amortisation 57,267 - 55,060 (1,044) 

Less: accumulated amortisation (18,787) - (12,262) 958 

Software internally generated 

38,479 42,798 

At cost 57,267 55,060 

Work Less: in accumulated progress amortisation (18,787) 9,005 (12,262) 1,204 

Total 47,485 38,479 44,960 42,798 

* Work Note in Software progressPurchased was transferred to Software Internally Generated as significant 9,005 internal 1,204 

development Total applied to software. 

47,485 44,960 

* Note Software Purchased was transferred to Software Internally Generated as significant internal 

development applied to software. 


Page 20 



Income NOTES Statement TO AND FORMING by Outputs/Major PART OF Activities THE FINANCIAL REPORT 

For 

For the 

the 

year 

year 

ended 

ended 

30 

30 

June 

June 



19. Intangibles Reconciliation 

Carrying amount at 1 July 

Acquisitions 

Acquisitions through internal development 

Work in Progress 

Software Internally 

Generated Software Purchased Total 

2008 2007 2008 2007 2008 2007 2008 2007 

1,204 5,564 42,798 27,360 958 268 44,960 33,192 

8,002 14,698 269 190 - 813 8,271 15,701 

- (19,058) - 19,058 - - - - 

Transfers between classes (201) - 906 - (958) - (253) - 

Amortisation - - (5,494) (3,810) - (123) (5,494) (3,933) 

Carrying amount at 30 June 9,005 1,204 38,479 42,798 - 958 47,484 44,960 

Amortisation of intangibles is included in the line item 'Depreciation and Amortisation' in the Income Statement. 

All intangible assets of the department have finite useful lives and are amortised on a straight line basis. Refer to Note 1(p). 

No intangible assets have been classified as held for sale or form part of a disposal group held for sale. 

No intangible assets have been classified as impaired which is mainly due to the fact that most intangibles have been recently purchased or 

are work in progress. 

Page 21 



DEPARTMENT Department of Police OF POLICE 

NOTES Notes to TO and AND forming FORMING part of PART the Financial OF THE Report FINANCIAL REPORT 

For 

as 

the 

at 30 

year 

June 

ended 




$'000 

$'000 

20. Property, Plant and Equipment 

Land 

At independent valuation 2008 500,749 416,561 

500,749 416,561 

Buildings 

At independent valuation 2008 1,411,341 1,346,138 

Less: Accumulated depreciation (513,407) (456,037) 

897,933 890,101 

Plant and equipment 

At cost 222,716 197,676 

Less: Accumulated depreciation (99,492) (88,452) 

123,224 109,224 

Major plant and equipment 

At independent valuation 2008 13,660 11,067 

Less: Accumulated depreciation (794) (633) 

12,866 10,434 

Work in progress 84,396 27,341 

Total 1,619,168 1,453,661 

Independent valuations of land and buildings were performed by the Department of Natural Resources and 

Water using ‘fair value’ principles in accordance with the department's five year program of comprehensive 

revaluations. Refer note 1(0). 

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. 

Major plant and equipment was independently valued by JD Dodds Plant & Machinery Valuers as at 30 June 

2008 using 'fair value' principles. The valuations were determined using current market values. 

Plant and equipment and leasehold improvements are valued at cost in accordance with Queensland 

Treasury’s Non-current Assets Accounting Policies for the Queensland Public Sector. 

The department has 98 buildings with an original cost of $15.190M and 1619 items of plant and equipment 

with an original acquisition cost of $39.001M that have a written down value of zero which are still being 

used in the provision of services. There are no plans to retire or replace the buildings. Plant & equipment 

will be replaced as required. 

The department has 11 items of plant and equipment with an original cost of $0.320M that have depreciated 

down to their residual value of $0.231M and are still being used in the provision of services. All of these 

assets are expected to be replaced in the 2008-09 financial year. 

Financial Page statements 22 2007-08 



DEPARTMENT 

Income 


Statement 

OF POLICE 

by Outputs/Major Activities 

NOTES TO AND NOTES FORMING TO AND PART FORMING OF THE PART FINANCIAL OF THE REPORT FINANCIAL REPORT 


For the year ended For the 30 year June ended 2008 30 June 2008 

20. Property, 20. Plant Property, and Equipment Plant and Reconciliation 

Equipment Reconciliation 

Carrying amount Carrying at 1 July amount at 1 July 

Acquisitions Acquisitions 

Land Land Buildings Buildings 

Major Plant and 

Equipment 

Major Plant and 

Equipment 

Plant and Equipment Plant and Equipment Work in Progress Work in Progress 

2008 2008 2007 2008 2007 2008 2007 2008 2007 2008 2007 2008 2007 2008 2007 2008 2007 2007 2008 2007 2008 2008 2007 2007 

416,561 416,561 274,214 274,214 890,101 890,101 772,064 772,064 10,434 10,434 13,096 109,224 13,096 109,224 104,150 27,341 104,150 15,962 27,341 1,453,661 15,962 1,453,661 1,179,486 1,179,486 

14,956 14,956 6,952 22,759 6,952 22,759 17,456 17,456 4,135 4,135 17 57,028 17 57,028 52,092 64,016 52,092 64,016 26,941 26,941 162,894 162,894 103,458 103,458 

Donations Received Donations Received - - - - - - - - - 460 - 460 1,145 1,145 - - 460 - 460 1,145 1,145 

Disposals Disposals (965) (4,968) (965) (4,968) (2,461) (2,461) (830) (830) - - - (21,014) - (21,014) (18,969) (18,969) - - (24,440) - (24,440) (24,767) (24,767) 

Assets reclassified Assets as reclassified held for sale as held for sale - - - - - - - - - 3,749 - 3,749 (4,406) (4,406) - - 3,749 - 3,749 (4,406) (4,406) 

Transfers between Transfers classes between classes - 92 - 3,139 92 3,139 14,401 14,401 52 52 - 4,023 - 4,023 1,069 (6,961) 1,069 (15,562) (6,961) (15,562) 253 253 - 

- 

Revaluation Increments Revaluation (Note Increments 26) (Note 26) 70,197 140,271 70,197 140,271 11,125 11,125 112,136 112,136 - - - - - - - - - - 81,322 - 81,322 252,407 252,407 

Revaluation decrements Revaluation (Note decrements 12) (Note 12) - - - - - - (1,645) - (1,645) (2,679) (2,679) - - - - - - (1,645) - (1,645) (2,679) (2,679) 

Depreciation/amortisation Depreciation/amortisation - - - (26,730) - (26,730) (25,126) (25,126) (110) (110) - (30,246) - (30,246) (25,857) (25,857) - - (57,086) - (57,086) (50,983) (50,983) 

Carrying amount Carrying at 30 amount June at 30 June 500,749 500,749 416,561 897,933 416,561 897,933 890,101 890,101 12,866 12,866 10,434 123,224 10,434 123,224 109,224 84,396 109,224 84,396 27,341 1,619,168 27,341 1,619,168 1,453,661 1,453,661 

Total 

Total 

Page 23 

Page 23 








NOTES Notes 21. Payables to TO and AND forming FORMING part of PART the Financial OF THE Report FINANCIAL REPORT 

For as Current the at 30 year June ended 2008 30 June 2008 

Trade creditors 

$'000 

16,700 

$'000 

34,575 

Other payables 38,198 2008 18,037 2007 

Annual leave payable 90,741 $'000 

$'000 - 

21. Total Payables 

Current 

22. Trade Accrued creditors Employee Benefits 

145,639 

16,700 

52,612 

34,575 

Current Other payables 38,198 18,037 

Recreation Annual leave leave payable 90,741 0 87,348 - 

Long Total service leave levy 145,639 4,023 52,612 3,666 

Wages outstanding and related expenses 30,545 25,059 

22. Accrued Employee Benefits 

Non Current current 

Recreation leave 34,568 

0- 116,073 

87,348 6,066 

Long service leave levy 4,023 - 6,066 3,666 

Total Wages outstanding and related expenses 34,568 30,545 122,139 25,059 

34,568 116,073 

The Non discount current rate used to calculate the present value of non-current annual leave was 2007: 6.4414% 

Recreation leave - 6,066 

23. Other Current Liabilities 

- 6,066 

Total Unearned revenue 34,568 29,045 122,139 26,404 

Other 327 - 

The Totaldiscount rate used to calculate the present value of non-current annual leave 29,372 was 2007: 6.4414% 26,404 

23. 24. Other Reconciliation Current Liabilities of Operating Surplus to Net Cash Provided by (Used In) Operating Activities 

Unearned revenue 29,045 26,404 

Other Operating surplus/(deficit) 514 327 576 - 

Total 29,372 26,404 

Depreciation expense 57,086 50,983 

24. Amortisation Reconciliation expense of Operating Surplus to Net Cash Provided by (Used In) Operating 5,494Activities 

3,933 

Donated assets received (460) (1,145) 

Revaluation Operating surplus/(deficit) decrement 1,644 514 2,679 576 

Loss on sale of property, plant and equipment 4,532 2,177 

Gain Depreciation sale expense of property, plant and equipment 57,086 (1,371) 50,983 (1,003) 

Impairment Amortisation losses expense 5,494 73 3,933 26 

Inventory Donated assets write-offs received (460) 26 (1,145) 26 

Plant Revaluation and equipment decrement write-offs 1,644- 2,679 1,199 

Loss on sale of property, plant and equipment 4,532 2,177 

Gain Change on in sale assets of property, and liabilities: plant and equipment (1,371) (1,003) 

Impairment (Increase)/decrease losses in GST input tax credits receivable (1,516) 73 219 26 

Inventory (Increase)/decrease write-offs in LSL reimbursement receivables (956) 26 (310) 26 

Plant (Increase)/decrease and equipment in write-offs trade receivables (4,656) - 1,199 563 

(Increase)/decrease in inventories 14 204 

(Increase)/decrease Change in assets and in liabilities: interest receivable (Increase)/decrease in GST othe input receivables tax credits receivable 

(48) 

(1,516) (387) 

1,122 

219- 

(Increase)/decrease in LSL prepayments/other reimbursement receivables (956) (882) (2,596) (310) 

(Increase)/decrease Increase/(decrease) in trade accounts receivables payable 93,027 (4,656) 16,353 563 

(Increase)/decrease Increase/(decrease) in inventories employee benefits (87,928) 14 5,758 204 

(Increase)/decrease Increase/(decrease) in interest unearned receivable revenue 2,968 (48) (13,970) 1,122 

(Increase)/decrease Increase/(decrease) in othe GST payable receivables (387) 619 - 

(Increase)/decrease Increase/(decrease) in prepayments/other accruals 11,183 (882) (2,596) (1,592) 

Increase/(decrease) in accounts payable 93,027 16,353 

Net Increase/(decrease) cash from operating employee activitiesbenefits (87,928) 78,976 65,202 5,758 

Increase/(decrease) in unearned revenue 2,968 (13,970) 

Increase/(decrease) in GST payable 619 - 

Increase/(decrease) in accruals 

Page 24 

11,183 (1,592) 

Net cash from operating activities 78,976 65,202 





For 

as 

the 

at 30 

year 

June 

ended 



25. Non-Cash Financing and Investing Activities 

Assets and liabilities received or donated/transferred by the 

department are detailed in Note 20 and included as revenues and 

expenses in Notes 4 and 8 respectively. 

460 1,145 

26. Asset Revaluation Reserve by Class 

Land Buildings 

Plant and 

Equipment 

Total 

$'000 $'000 $'000 $'000 

Balance 1 July 2007 291,981 407,884 700 700,565 

Revaluation increments 70,197 11,125 - 81,322 

Sale of revalued assets 35 (1,832) - (1,797) 

Balance 30 June 2008 362,213 417,177 700 780,091 

The asset revaluation reserve represents the net effect of upwards and downwards revaluations of 

assets to fair value. 

27. Commitments for Expenditure 

(a) Non-Cancellable Operating Lease Commitments 

Commitments under non-cancellable operating 

leases at reporting date are inclusive of anticipated 


$'000 

$'000 

Not later than one year 6,811 5,584 

Later than one year and not later than five years 18,128 12,207 

Later than five years 4,815 6,058 

Total 29,754 23,849 

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: 

Buildings 

Plant and 

Equipment 

2008 $'000 $'000 

Payable: 


Total 67,879 7,096 

2007 

Payable: 


Total 38,692 3,735 


Financial Page statements 25 2007-08



For 

as 

the 

at 30 

year 

June 

ended 



28. Contingencies 

Guarantees and Undertakings 

The department has no guarantees or undertakings that have not been recognised in the financial 

statements. 

(a) Litigation in Process 

At 30 June 2008, the following cases were filed with the respective jurisdiction naming the Queensland Police 

Service as defendant: 

Number 

Supreme Court 13 

Magistrates Court 7 

District Court 13 

Total cases 33 

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 2008, there were 68 native title claims affecting about 231 parcels of departmental land. These 

claims have been registered with the National Native Title Tribunal but a determination is yet to be made. 

Service exposure to liability for a claim is considered to be minimal as most of the affected land is 

community infrastructure developed in accordance with the gazetted purpose of the reserve. 

29. Controlled Entities 

The Department has no controlled entities. 





EPARTMENT OF NOTES POLICE DEPARTMENT TO AND OF FORMING POLICE PART OF THE FINANCIAL REPORT 


OTES TO AND FORMING For NOTES the year TO PART AND ended OF FORMING THE 30 June FINANCIAL 2008 PART OF REPORT THE FINANCIAL REPORT 


or the year ended For 30 June the year 2008ended 30 June 2008 

30. Financial Instruments 

0. Financial Instruments 30. Financial Instruments 

(a) Categorisation of Financial Instruments 

a) Categorisation of (a) Financial Categorisation Instruments of Financial Instruments 

The department has the following categories of financial assets and financial liabilities: 

he department has The the department following categories has the following of financial categories assets and of financial assets liabilities: and financial liabilities: 


Category 2008 Note $'000 2008 2007 

$'000 2007 

ategory Category Note $'000 Note $'000 $'000 

$'000 

Financial Assets 

inancial Assets Cash Financial and Assets cash equivalents 14 135,687 118,676 

ash and cash equivalents Receivables Cash and cash equivalents 14 135,687 15 14 135,687 24,506 118,676 

118,676 21,200 

eceivables Receivables Total 15 24,506 15 160,193 24,506 21,200 

139,876 21,200 

otal Total 160,193 160,193 139,876 

139,876 

Financial Liabilities 

inancial Liabilities Financial Liabilities measured at amortised cost: 

inancial Liabilities measured Financial Liabilities at amortised measured Payables cost: at amortised cost: 

21 145,639 52,612 

Total Payables Payables 21 145,639 21 145,639 52,612 

52,612 

otal Total 145,639 145,639 52,612 

52,612 

(b) Credit Risk Exposure 

b) Credit Risk Exposure (b) Credit Risk Exposure 

The maximum exposure to credit risk at balance date in relation to each class of recognised financial assets is the gross 

he maximum exposure carrying The maximum to credit amount risk exposure of at those balance to assets credit date inclusive risk relation balance of any to each date provisions class in relation of for recognised impairment. to each class financial of recognised assets the financial gross assets is the gross 

arrying amount of those carrying assets amount inclusive of those of any assets provisions inclusive for of impairment. any provisions for impairment. 

The following table represents the department's maximum exposure to credit risk based on contractual amounts net of 

he following table any The represents allowances: following the table department's represents maximum the department's exposure maximum to credit risk exposure based to on credit contractual risk based amounts on contractual net of amounts net of 

ny allowances: any allowances: 

Maximum Exposure to Credit Risk 2008 2007 

Category Maximum Exposure Maximum to Credit Risk Exposure to Credit Risk 2008 Note $'000 2008 2007 

$'000 2007 

ategory Category Note $'000 Note $'000 $'000 

$'000 


inancial Assets 

ash 

Cash Financial Assets 

Receivables Cash 14 

14 

135,687 15 14 

135,687 

135,687 24,506 118,676 

118,676 

118,676 21,200 

eceivables Receivables Total 15 24,506 15 160,193 24,506 21,200 

139,876 21,200 

otal Total 160,193 160,193 139,876 

139,876 

No collateral is held as security and no credit enhancements relate to financial assets held by the department. 

o collateral is held No as collateral security and is held no credit as security enhancements and no credit relate enhancements to financial assets relate held to financial by the department. assets held by the department. 

The department manages credit risk through the use of a credit management strategy. This strategy aims to reduce the 

he department manages exposure The department credit to credit risk manages through default the credit by use ensuring risk of a through credit that the management the department use of a credit strategy. invests management in This secure strategy assets strategy. aims and to This monitors reduce strategy the all aims funds to owed reduce on the a 

xposure to credit default timely exposure basis. by to ensuring credit Exposure default that to the credit by department ensuring risk is monitored that invests the department in on secure an ongoing assets invests and basis. in monitors secure assets all funds and owed monitors a all funds owed on a 

imely basis. Exposure timely to credit basis. risk Exposure is monitored credit on risk an is ongoing monitored basis. on an ongoing basis. 

No financial assets and financial liabilities have been offset and presented net in the Balance Sheet. 

o financial assets and No financial assets liabilities and have financial been liabilities offset and have presented been offset net in and the presented Balance Sheet. net in the Balance Sheet. 

The method for calculating any provisional impairment for risk is based on past experience, current and expected 

he method for calculating changes The method any in economic provisional for calculating conditions impairment any provisional and for changes risk impairment is based in client on credit for past risk experience, ratings. is based The on current main past factors and experience, expected affecting current the current and expected calculation 

hanges in economic for changes conditions provisions in economic and are changes disclosed conditions in below client and credit as changes loss ratings. events. client These main credit economic factors ratings. affecting and The geographic main the factors current changes affecting calculation form the part current of the calculation 

or provisions are disclosed department's for provisions below documented are as disclosed loss events. risk below These analysis as economic loss assessment events. and These in geographic conjunction economic changes with and geographic historic form part experience of changes the and form associated part of the industry data. 

epartment's documented department's risk analysis documented assessment risk analysis in conjunction assessment with in historic conjunction experience with and historic associated experience industry and associated data. industry data. 

The recognised impairment loss is $73,000 for the current year. This is an increase of $47,000 from 2007 and is due to 

he recognised impairment a The number recognised loss of loss $73,000 impairment events. for the loss current is $73,000 year. for This the is current an increase year. of This $47,000 is an increase from 2007 of $47,000 and is due from to 2007 and is due to 

number of loss events. a number of loss events. 

No financial assets have had their terms renegotiated so as to prevent them from being past due or impaired, and are 

o financial assets have stated No financial had at their assets carrying terms have renegotiated amounts had their as indicated. so terms as to renegotiated prevent them so as from to being prevent past them due from or impaired, being past and due are or impaired, and are 

tated at the carrying stated amounts at the as carrying indicated. amounts as indicated. 

Aging of past due but not impaired as well as impaired financial assets are disclosed in the following tables: 

ging of past due but Aging not of impaired past due as but well not as impaired as financial well as assets impaired are financial disclosed assets in the are following disclosed tables: in the following tables: 

Page 26 

Page 26 

Page 26 



The method for calculating any provisional impairment for risk is based on past experience, current and expected 

changes in economic conditions and changes in client credit ratings. The main factors affecting the current calculation 

for provisions are disclosed below as loss events. These economic and geographic changes form part of the 

department's documented risk analysis assessment in conjunction with historic experience and associated industry data. 

The recognised impairment loss is $73,000 for the current year. This is an increase of $47,000 from 2007 and is due to 

a number of loss events. 



No financial assets have had their terms renegotiated so as to prevent them from being past due or impaired, and are 

as DEPARTMENT at 30 June 2008 

stated at the carrying OF POLICE amounts as indicated. 


For Aging the of year past ended due but 30 not June impaired 2008 as well as impaired financial assets are disclosed in the following tables: 

30. Financial Instruments (cont) 

2008 Financial Assets Past Due But Page Not Impaired 26 

Contractual Repricing/Mature Date: 

Not Overdue 

Less than 30 

days 30-60 days 61-90 days 

More than 

90 days Total 

Total Financial 

Assets 

$'000 $'000 $'000 $'000 $'000 $'000 $'000 


Receivables - 24,595 291 323 (703) 24,506 24,506 

Total - 24,595 291 323 (703) 24,506 24,506 

2007 Financial Assets Past Due But Not Impaired 


Not Overdue 

Less than 30 


More than 

90 days Total 


Assets 

$'000 $'000 $'000 $'000 $'000 $'000 $'000 


Receivables - 19,362 759 459 620 21,200 21,200 

Total - 19,362 759 459 620 21,200 21,200 

2008 Impaired Financial Assets 


Not Overdue 

Less than 30 


More than 

90 days Total 


Assets 

$'000 $'000 $'000 $'000 $'000 $'000 $'000 


Receivables - - - - 45 45 45 

Total - - - - 45 45 45 

2007 Impaired Financial Assets 


Not Overdue 

Less than 30 


More than 

90 days Total 


Assets 

$'000 $'000 $'000 $'000 $'000 $'000 $'000 


Receivables - - - - 13 13 13 

Total - - - - 13 13 13 

Page 27 



DEPARTMENT Department DEPARTMENT OF POLICE of Police OF POLICE 

NOTES TO Notes NOTES AND to TO FORMING and AND forming FORMING PART part OF of PART the THE Financial FINANCIAL OF THE Report FINANCIAL REPORT REPORT 

For the year 

as 

For 

at 

the ended 

30 

year 

June 

30 ended 


June 2008 30 June 2008 

30. Financial 30. Financial Instruments Instruments (cont) (cont) 

(c) Liquidity (c) Liquidity Risk Risk 

The department The department is exposed is exposed to liquidity to liquidity risk in respect risk in of respect its payables. of its payables. 

The department The department manages manages liquidity liquidity risk through risk the through use of the a use liquidity of a liquidity management management strategy. strategy. This strategy This strategy aims to reduce aims to reduce 

the exposure the exposure to liquidity to liquidity risk by ensuring risk by ensuring the department the department has sufficient has sufficient funds available funds available to meet employee to meet employee and supplier and supplier 

obligations obligations as they fall as they due. fall This due. is achieved This is achieved by ensuring by ensuring that minimum that minimum levels of levels cash are of cash held are within held the within various the bank various bank 

accounts accounts so as to so match as to the match expected the expected duration duration of the various of the employee various employee and supplier and supplier liabilities. liabilities. 

The following The following table sets table out sets the liquidity out the liquidity risk of financial risk of financial liabilities liabilities held by the held department. by the department. It represents It represents the contractual the contractual 

maturity maturity of financial of financial liabilities, liabilities, calculated calculated based on based cash flows on cash relating flows to relating the repayment to the repayment of the principal of the principal amount amount 

outstanding outstanding at balance at date. balance date. 

2008 Payable 2008 Payable in in Total Total 

Note Note < 1 year < 1 year 1 - 5 years 1 - 5 > years 5 years> 5 years 

$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 

Financial Financial Liabilities Liabilities 

Payables Payables 21 21 145,639 145,639 - - - -145,639 

145,639 

Total Total 145,639 145,639 - - - -145,639 

145,639 

2007 Payable 2007 Payable in in Total Total 

Note Note < 1 year < 1 year 1 - 5 years 1 - 5 > years 5 years> 5 years 

$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 

Financial Financial Liabilities Liabilities 

Payables Payables 21 21 52,612 52,612 - - - - 52,612 52,612 

Total Total 52,612 52,612 - - - - 52,612 52,612 

(d) Market (d) Risk Market Risk 

The department The department does not does trade not in foreign trade in currency foreign currency and is not and materially is not materially exposed exposed to commodity to commodity price changes. price changes. The The 

department department is not exposed is not exposed to interest to rate interest risk rate and risk does and not does undertake not undertake any hedging any hedging relation in to relation interest to risk interest and risk and 

manages manages its risk as its per risk the as liquidity per the liquidity risk management risk management strategy. strategy. 

Page 28Page 

28 









31. Schedule of Administered Items 

31. Schedule of Administered Item 


$'000 

$'000 

Transfers to Government of Taxes, 

32. Reconciliation of Payments from 

33. Trust Transactions and Balance 

The department holds various susp 

As the department performs only a 

Administered Revenues 

Administered Revenues 

Commonwealth grants 

Taxes, fees and fines 4,776 

Commonwealth grants 

Taxes, fees and fines 

Administered 2,754 item revenue 

Administered item revenue 448 Other 750 

Other 249 Total 298 

Total 5,473 3,802 

Administered Expenses 

Administered Expenses 

Supplies and services 43 

Supplies and services 

Grants and 6subsidies 

Grants and subsidies 405 Total 744 

Total 448 750 

Administered Assets 

Administered Assets 

Current 

Cash 2,416 

Current 

Cash 

Receivables 2,649 

Receivables 380 Total 5 

Total 2,796 2,654 

Administered Liabilities 

Administered Liabilities 

Current 

Payables (48) 

Current 

Payables 

Transfers 201 to Government 

Transfers to Government 49 Other - 

Other 2,795 Total 2,453 

Total 2,796 2,654 

Transfers to Government of Taxes, Fees and Fines 5,025 3,052 

32. Reconciliation of Payments from Consolidated Fund to Administered Item Revenue 

Budgeted appropriation 

Budgeted appropriation 405 Transfers 391 from/to other headings 

Transfers from/to other headings - Total administered 353 receipts 

Total administered receipts 405 Plus: Opening 744 balance of administe 

Plus: Opening balance of administered revenue payable 2,446 Less: Closing 2,452 balance of administe 

Less: Closing balance of administered revenue payable (2,402) Administered (2,446) revenue recognised i 

Administered revenue recognised in note 31 448 750 

33. Trust Transactions and Balances 

The department holds various suspense monies temporarily before being transferred to appropriate e.g. parties exhibits or drug money held p 

e.g. exhibits or drug money held pending determination by a court, unclaimed and returned service cheques. 

As the department performs only a custodial role in respect of these transactions and balances, they neither are controlled nor administered 

neither controlled nor administered by it and accordingly, are not recognised in the financial statements. They are however, disclosed in the 

They are however, disclosed in these notes for the information of users. 

Trust Assets and Liabilities 

Trust Assets and Liabilities 



Cash 

Cash 8,106 Total 8,583 

Total 8,106 8,583 

The Queensland Auditor-General performed the audit of the department's trust transactions for 

2007-08. 


NOTES TO AND FORMING PART 


The Queensland Auditor-General 

2007-08. 

Page 29 





For as the at 30 year June ended 2008 30 June 2008 

34. 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 and in the collection of authorised deductions from employees' wages 

and salaries for on-payment to third parties. A reconciliation of amounts collected and distributed follows: 


$'000 

$'000 

Balance 1 July 193 133 

Collections during reporting period 304,435 285,254 

Distributions to principals during reporting period (304,360) (285,194) 

Balance 30 June * 268 193 

* Held in the department's collection account and cleared in July but not recognised in financial report. 

Commissions for salary deductions of $63,670 (2007: $178,672) received by the department for providing 

agency services are recognised in Note 3 User Charges. 

The Queensland Auditor-General performed the audit of the department's agency transactions for 2007-08. 

35. Events Occurring After Balance Date 

There were no events occurring after balance date which would have a material impact on the information 

provided in these statements. 

Recruit training at the Townsville Academy. 

122 


Page 30 



Certificate of the Department of Police 


This general purpose financial report has 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 the establishing and keeping the accounts have been complied with 

in all material respects; and 

(b) the financial report has 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 2008 and of the financial position of the department at the end of that year. 

R. Wilson R. Atkinson 

Director, Finance Division 

Commissioner 

29/08/2008 29/08/2008 



INDEPENDENT AUDITOR'S REPORT 

To the Commissioner of the Department of Police 

Matters relating to the Electronic Presentation of the Audited Financial Report 

The audit report relates to the financial report of the Department of Police for the financial year ended 30 June 2008 

included on the Department of Police's web site. The Accountable Officer is responsible for the integrity of the 

Department of Police's web site. We have not been engaged to report on the integrity of the Department of Police's 

web site. The audit report refers only to the statements named below. It does not provide an opinion on any other 

information which may have been hyperlinked to/from these statements. If users of the financial report are concerned 

with the inherent risks arising from electronic data communications they are advised to refer to the hard copy of the 

audited financial report, availabe from the Department of Police, to confirm the information included in the audited 

financial report presented on this web site. 

These matters also relate to the presentation of the audited financial report in other electronic media including CD Rom. 

Report on the Financial Report 

I have audited the accompanying financial report of the Department of Police, which comprises the balance sheet as at 

30 June 2008, and the income statement, statement of changes in equity, cash flow statement and income statement by 

outputs/major activities for the year ended on that date, a summary of significant accounting policies, other explanatory 

notes and the certificates given by the Director of Finance and the Commissioner. 

The Accountable Officer’s Responsibility for the Financial Report 

The Accountable Officer is responsible for the preparation and fair presentation of the financial report in accordance 

with prescribed accounting requirements identified in the Financial Administration and Audit Act 1977 and the Financial 

Management Standard 1997, including compliance with applicable Australian Accounting Standards (including the 

Australian Accounting Interpretations). This responsibility includes establishing and maintaining internal controls relevant 

to the preparation and fair presentation of the financial report that is free from material misstatement, whether due to 

fraud or error; selecting and applying appropriate accounting policies; and making accounting estimates that are 

reasonable in the circumstances. 

Auditor's Responsibility 

My responsibility is to express an opinion on the financial report based on the audit. The audit was conducted in 

accordance with the Auditor-General of Queensland Auditing Standards, which incorporate the Australian Auditing 

Standards. These Auditing Standards require compliance with relevant ethical requirements relating to audit engagements 

and that the audit is planned and performed to obtain reasonable assurance whether the financial report is free from 

material misstatement. 

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial 

report. The procedures selected depend on the auditor's judgement, including the assessment of risks of material 

misstatement in the financial report, whether due to fraud or error. In making those risk assessments, the auditor 

considers internal control relevant to the entity's preparation and fair presentation of the financial report in order to 

design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion 

on the effectiveness of the entity's internal control, other than in expressing an opinion on compliance with prescribed 

requirements. An audit also includes evaluating the appropriateness of accounting policies and the reasonableness of 

accounting estimates made by the Accountable Officer, as well as evaluating the overall presentation of the financial 

report any mandatory financial reporting requirements as approved by the Treasurer for application in Queensland. 

I believe that the audit evidence obtained is sufficient and appropriate to provide a basis for my audit opinion. 

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 Queensland 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 audit 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. 

Auditor's Opinion 

In accordance with s.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 financial report has 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 2007 to 30 June 2008 and of the financial position as at the end of that year. 

J F WELSH FCPA 

Director of Audit 

(as Delegate of the Auditor-General of Queensland) 

Queensland Audit Office 

Brisbane 

124 



Appendices 

Appendix 1: Performance summaries 126 

Appendix 2: Honours and awards 129 

Appendix 3: Overseas travel 132 

Appendix 4: Consultancies 138 

Appendix 5: Controlled Operations Committee 138 

Appendix 6: Systems for obtaining information about 139 

financial and operational performance 

Key web addresses 140 

Index 141 

Key locations of the Service 

Inside back cover 

Officers work in partnership with their local community to prevent crime and promote public safety. 

Appendices 


Australian Police Medal 

Awarded for distinguished 

police service in an Australian 

police force 

Appendix 1: Performance summaries 

The Queensland Police Service is committed to serving 

the people of Queensland by protecting life and property, 

preserving the peace, maintaining personal and community 

safety, preventing crime and upholding the law with due 

regard to the public good and the rights of the individual. 

The provision of policing services contributes to the 

government priority of Protecting our children and 

enhancing community safety. 

The following summary tables record the Police 

Service’s achievements against the outputs detailed in 

the 2007–08 Ministerial Portfolio Statement. 

Output: Community Safety and Engagement 

Measures Notes 2006-07 2007-08 

Actual MPS target 

2007-08 

Actual 

National 

average 

Quantity 

Percentage of resources allocated to this output 

1 

29.79% 

30% 

30.63% 

Rate of unreported offences 

Break and enter 

Attempted break and enter 

Motor vehicle theft 

Robbery/attempted robbery 

Assault/attempted assault 

2 

3 

34.3% 

68.2% 

16.9% 

… 

67.6% 

25%-35% 

65%-75% 

10%-20% 

… 

65%-75% 

34.3% 

68.2% 

16.9% 

… 

67.6% 

25.8% 

69.3% 

9.7% 

61.5% 

68.6% 

Quality 

Level of community satisfaction with police 

generally 

4 

67.3% 

70%-80% 

69.5% 

66.1% 

Perceived level of personal safety and property 

security 

a) Persons feeling safe in the following 

situation (safe and very safe) 

- home alone 

- walking/jogging locally 

- travelling on public transport 

4 

89.6% 

74.05% 

51.55% 

85%-95% 

65%-75% 

40%-50% 

89.95% 

75.45% 

51.3% 

87.7% 

74.7% 

47.5% 

b) Public perceptions about problems in the 

neighbourhood (major problem or somewhat a 

problem) 

- housebreaking 

- motor vehicle theft 

- graffiti or other vandalism 

4 

55.3% 

38.6% 

44.0% 

55%-65% 

35%-45% 

35%-45% 

52.5% 

36.5% 

43.2% 

58.9% 

46.6% 

49.9% 

Satisfaction with police support for community 

programs 

4 

67.0% 

70%-80% 

68.5% 

63.7% 

Percentage of persons concerned about being a 

victim of 

- Physical assault 

- Sexual assault 

- Housebreaking 

- Motor vehicle theft 

4 

43.9% 

25.8% 

59.6% 

46.1% 

45%-55% 

30%-40% 

55%-65% 

55%-65% 

43.8% 

23.7% 

55.1% 

43.4% 

45.1% 

27.1% 

61.5% 

51.3% 

Good order offences detected 

- Number detected 

- Rate detected 

5 

42 187 

1 009 

41 000-45 000 

1 000-1 100 

48 911 

1 145 

Level of community satisfaction with police 

dealing with public order problems 

4 

53.5% 

50%-60% 

56.8% 

52.9% 

Notes 

1. The allocation of resources is guided by the results of the Service’s activity based costing methodology, the Statewide Activity Survey. 

2. Derived from the Australian Bureau of Statistics Crime and Safety Survey 2005. 

3. Measure is discontinued as the Australian Bureau of Statistics Crime and Safety Survey 2005 does not record the rate of unreported robbery/ 

attempted robbery offences at a state level. 

4. Derived from the National Survey of Community Satisfaction with Policing July 2007 to June 2008. 

5. Good order offences include offences relating to public nuisance, obstruct police, fare evasion and other offences against good order. The rate of 

offences refers to the number of offences per 100 000 population. An increase in good order offences generally indicates an increase in policing 

activity around public spaces and major events, and a range of related proactive policing activities, often centred upon liquor related enforcement. 


Appendix 1

Output: Crime Management 


MPS target 

2007-08 

Actual 

Quantity 


1 

33.42% 

33% 

32.24% 

Quality 

Number of personal safety offences reported 

Homicide 

Assault 

Sexual assault 

Robbery 

Total personal safety 

2 

2a 

175 

19 505 

6 635 

1 839 

32 697 

160-190 

18 000-21 000 

5 000-6 500 

1 700-2 000 

30 000-34 000 

138 

19 327 

6 932 

1 738 

31 702 

Number of personal safety offences cleared 

Homicide 

Assault 


Robbery 


2,3 

2a 

174 

16 971 

5 528 

1 086 

27 490 

150-230 

15 000-19 000 

5 000-6 000 

950-1 200 

27 000-32 000 

137 

15 813 

6 341 

977 

25 729 

Number of personal safety offences reported and cleared in the period 

Homicide 

Assault 


Robbery 


2,4 

2a 

154 

15 299 

4 513 

959 

24 137 

130-175 

14 000-16 000 

4 000-5 500 

800-900 

22 000-26 000 

126 

14 443 

5 160 

897 

22 774 

Number of property security offences reported 

Unlawful entry 

Other property damage 


Other theft (excl. unlawful entry) 

Total property security 

5 

48 064 

46 672 

11 207 

87 124 

222 941 

45 000-55 000 

40 000-50 000 

11 000-14 000 

85 000-95 000 

220 000-260 000 

45 388 

42 483 

9 965 

79 121 

203 075 

Number of property security offences cleared 






3,5 

13 211 

15 253 

3 879 

26 887 

85 531 

11 500-14 000 

13 000-16 000 

3 500-4 500 

27 000-32 000 

82 000-97 000 

10 991 

13 021 

3 359 

23 939 

72 066 

Number of property security offences reported and cleared in the 

period 






4,5 

9 795 

13 633 

3 153 

23 828 

71 923 

8 500-10 500 

11 500-13 500 

3 000-3 800 

22 000-28 000 

68 000-75 000 

8 855 

11 822 

2 821 

21 528 

62 790 

Public satisfaction with initial police response 

6 

87.2% 

80%-90% 

87.2% 

Public satisfaction with police response from specialist officers 

6 

89.4% 

80%-90% 

89.4% 

Satisfaction of members of the public who had contact with 

police in the last twelve months 

7 

80.7% 

75%-85% 

80.7% 

Notes: 


2. The offence categories reported separately are those classified as ‘violent’ crimes and are the most significant ‘personal safety offence’ categories 

in terms of their impact on the community. The ‘Total personal safety’ offences figure also includes the offence categories of extortion, 

kidnapping, abduction and deprivation of liberty, and other offences against the person. 

2a. Homicide includes the offence categories of attempted murder, conspiracy to murder, manslaughter (excl. by driving) and driving causing death. 

A detailed breakdown is available in the Annual Statistical Review 2007-08. 

3. The number of offences cleared related to the total number of offences cleared in the period regardless of when they were reported. 

4. The number of offences reported and cleared within the period relates to offences both reported and cleared in the same timeframe. 

5. The offence categories reported separately are classified as high volume property security offences. The ‘Total property security’ offences figures 

also include the offence categories of arson, fraud and handling stolen goods. The offence category ‘other theft’ (excluding unlawful entry) was 

previously known as stealing. 

6. Derived from the Queensland Police Service Crime Victim Survey 2006. 


Appendix 1 


Output: Traffic Management 


MPS target 

2007-08 

Actual 

Quantity 


1 

20.72% 

21% 

20.55% 

Quality 

Number of vehicles monitored per offences for: 

Speed cameras 

Red light cameras 

152:1 

1 542:1 

130-160:1 

1 400-1 700:1 

110:1 

2 056:1 

Number and rate (per 100 000) of road crash fatalities by 

crash causal factor 

Total 

Speed 

Alcohol 

Fatigue 

Seatbelt 

Pedestrians 

2 

365 (8.83) 

103 (2.49) 

103 (2.49) 

35 (0.84) 

47 (1.13) 

41 (0.99) 

290-370 

332 (7.77) 

79 (1.85) 

72 (1.69) 

36 (0.84) 

26 (0.61) 

37 (0.87) 

Number and rate (per 100 000) of reportable crashes by crash 

causal factor 

Total 

11 976 (289.98) 

21 000-24 000 

Unavailable 

Speed 

Alcohol 

Fatigue 

Pedestrians 

3 

882 (21.35) 

1 536 (37.19) 

639 (15.47) 

484 (11.71) 

Number and rate (per 100 000) of persons hospitalised 

following a crash 

3 

4 105 (99.39) 

5 500-6 500 

Unavailable 

Notes: 


2. A fatality may be related to multiple causal factors or causal factors not included in this report. As a result, the total reported causal factors 

do not equal the number of fatalities. 

3. Data is currently unavailable due to data integrity issues. 

Output: Professional Standards and Ethical Practice 


Actual MPS target 

2007-08 

Actual 

National 

average 

Quantity 


1 

16.07% 

16% 

16.58% 

Hours directed towards in-service training 

2 698 783 

2 200 000- 

2 600 000 

2 389 403 

Quality 

Number, rate (per 1,000 officers) and 

percentage change in rate of complaints against 

police 

2 062 

(222.46) 

-10.38% 

2 000-2 300 

2 267 

(235.70) 

3.83% 

Public perception of police professionalism and 

image: 

- Police perform job professionally 

- Police treat people fairly and equally 

- Most police are honest 

- Have confidence in police 

2 

80.2% 

67.1% 

77.7% 

82.5% 

75% - 85% 

60% - 70% 

70% - 80% 

75% - 85% 

81.2% 

67.7% 

80.0% 

82.9% 

79.7% 

66.5% 

76.0% 

81.3% 

Meeting Government targets on police numbers 

3 

9 618 

9 928 

9 833 

Notes: 



3. The MPS target was to employ 9 928 police by the end of October 2008. 


Appendix 1




police force 

Appendix 2: Honours and awards 

Details relating to personnel who received honours and awards during 2007-08 are shown below: 


Awarded for distinguished police service in an Australian police force. 

Assistant Commissioner Peter MARTIN 

Assistant Commissioner Brett POINTING 

Superintendent Katarina CARROLL 

Detective Superintendent Peter CRAWFORD 

Superintendent Peter GUILD 

Superintendent Peter SAVAGE 

Senior Sergeant Gregory BISHOP 

Senior Sergeant Nicholas SHANAHAN (decd) 

Sergeant Arthur BRENNAN 

Detective Sergeant Kathryn DORGE 

Australian Bravery Decoration 

Awarded by the Governor-General for acts of bravery. 

Bravery Medal 

Constable Adam HARTLEY 

Mr Donald SMITH 

Queensland Police Service Valour Award 

Commendation for Brave Conduct 

Mr Andrew BARTLEY 

Mr Travis BROWN 

Mr Timothy GURRY 

Awarded for an act of exceptional bravery in hazardous circumstances. 

Former Sergeant Marc NEWTON 

Constable Paul MASON 

Commissioner’s Commendation for Bravery 

Awarded for an act of bravery in hazardous circumstances. 

Sergeant Chester ASHLEY 

Constable Allan WOOD 

Constable Adam HARTLEY 

Commissioner’s Certificate of Notable Action 

Awarded for a significant act as a result of being placed in a potentially hazardous situation beyond that of normal 

policing requirements. 

Sergeant Stephen WHEELER 

Senior Constable Shannon RENOUF 

Commissioner’s Award for Meritorious or Special Service 

Awarded for recognition of any member who performs commendable service in a designated role or function to 

an exceptional level over an extended period of time or involved in the planning or running of significant Special 

Events that are seen to be successful and enhance the professional image of the Queensland Police Service far 

exceeding what might reasonably be expected from an efficient member of the Police Service. 

Deputy Commissioner Richard CONDER 

Assistant Commissioner Patrick DOONAN 

Assistant Commissioner George NOLAN 

Detective Superintendent Raymond PLATZ 

Mr Emmanuel ANTHONY 

Mr Colin STROFIELD 

Appendix 2 


Commissioner’s Certificate (Operational) 

Awarded to any member or group that displays intelligence, resourcefulness and/or dedication to duty to a degree 

far exceeding what might reasonably be expected from an efficient member of the Police Service in the execution 

of duty in the operational field. 

Former Senior Sergeant Edward PURRER 

Senior Sergeant Kenneth RACH 

Sergeant Scott ADAMS 

Detective Sergeant Cosmo ANTONAGLIA 

Sergeant Stephen COOK 

Detective Sergeant Mark D’HAGE 

Sergeant Mark FARNILL 

Sergeant Wesley HETHERINGTON 

Sergeant Robert LINDSAY 

Sergeant Duncan McCARTHY 

Sergeant Scott McLAREN 

Sergeant Christopher MANN 

Sergeant Randall MARTIN 

Sergeant Manuel PAPOUTSAKIS 

Commissioner’s Certificate (Corporate and Support) 

Sergeant Paul PEACOCK 

Sergeant Gerard SIMPFENDORFER 

Sergeant Neil SMITHIES 

Sergeant Andrew WALL 

Senior Constable Wayne CUMMINGS 

Senior Constable Christopher FOX 

Senior Constable Keith LOFT 

Senior Constable Philip PAGE 

Senior Constable Emma TAYLOR 

Constable Andrew BROWNE 

Constable Katherine HALL 

Constable Brett IRWIN (decd) 

Constable Jonathan O’HARA 

Awarded to any member or group that displays intelligence, resourcefulness and/or dedication to duty to a degree 

far exceeding what might reasonably be expected from an efficient member of the Police Service in the execution 

of duty in the corporate, administrative or technical field. 

Detective Superintendent Brian WILKINS 

Inspector Jeffrey JAMES 

Inspector Mark PLATH 

Inspector Murray RYAN 

Senior Sergeant Anthony CRIMMINS 

Senior Sergeant Wayne HUTCHINGS 

Senior Sergeant Alan PIPER 

Commissioner’s Certificate of Appreciation 

Ms Barbara BLACKMUR 

Ms Sarah JARMAN 

Ms Carol McNAMARA 

Ms Katherine MANN 

Mr Glenn WATSON 

Ms Gabrielle WOOD 

Ms Peta-Ann WOOD 

Awarded to a person who demonstrates leadership, outstanding police work or professionalism, or makes a 

significant contribution while participating in a major event which requires broad Service-wide involvement across 

regions, commands and divisions. The Commissioner’s Certificate of Appreciation is awarded to a person external 

to the Police Service in recognition of making an exemplary contribution to the Service. 

Mr Shem AITKEN 


Mr Michael COOGAN 

Federal Agent Anne DELLACA 


Mrs Deanne JOHNSTONE 

Mr James JOHNSTONE 

Dr Michael McAULIFFE 

Mr Craig McKENZIE 

Mr Daniel MARSHALL 

Mr Donald SMITH 

Mr John WEST 

Ms Loretta WITHRINGTON 

Carillon Conference Management 

Conrad Jupiters 

Taroom State Emergency Service 

Taroom Station, Queensland Ambulance Service 

Royal Humane Society of Australasia 

Bronze Medal 

Sergeant Gavin RICHARDSON 

Sergeant Jonathan EDWARDS 

Senior Constable Michael PHILLIPS 


Mr Camden GEORGE 


Mr Craig McKENZIE 

Certificate of Merit 

Sergeant Owen HARMS 

Constable Aaron BAXTER 

Certificate of Merit 

Constable Stephen BOSWELL 

Mr Harley ENNIS 

Mr Warren KELLY 

Letter of Commendation 

Sergeant Robert DUNCAN 

Senior Constable Davin COLE 

Senior Constable Damien KELLETT 

Constable Michael EMERY 

Ms Aimee BANE 


Appendix 2

Awards for Excellence 

Lantern Award for Excellence in Problem- 

Oriented and Partnership Policing 

Gold Award 

Coordinated Response to Young People at Risk (CRYPAR) 

(Metropolitan North Region) 

Silver Award 

Family Places—No Alcohol/No Drugs 

(Northern Region) 

Bronze Award 

Mental Health Intervention Project 

(Operations Support Command) 

Award for Excellence in Crime Prevention 

Gold Award 

Western Union Initiative 

(State Crime Operations Command) 

Silver Award 

Turning the Screws on Crime (Metropolitan North Region) 

Bronze Award 

Domestic Violence—It’s Not Our Game 


Award for Excellence in Policing Operations 

Gold Award 

Cairns and Coolum APEC Planning 

(Operations Support Command) 

Silver Award 

Under the Microscope—QPrime Initiative 


Bronze Award 

Presentation of a Bronze Award was not made 

Award for Excellence in Corporate and 

Support Services 

Gold Award 

Westgate Policing Academy Business Case 

(Office of the Deputy Chief Executive [Resource Management]) 

Silver Award 

Station Client Service Officer Training Program 

(Human Resources Division) 

Bronze Award 

Part-Time Policing—Operational Proportionate Approach 

(Human Resources Division) 

Appendix 2 





police force 

Appendix 3: Overseas travel 

Details relating to personnel who travelled overseas during 2007-08 on official business are shown below: 

Name of officer and 

position 

Destination Reason for travel Agency cost Contribution from 

other agencies or 

sources 

July 07 

Brian Hay 

Detective Inspector 

Singapore 

Attend and present at the Visa Risk 

Management Fraud Conference. 

$300.00 

$1 610.00 

(Funded by VISA) 

August 07 

Peter Martin 

Acting Assistant 

Commissioner 

and 

Mike Keating 

Chief Superintendent 

United States of 

America 

Participate in the Leadership 

in Counter Terrorism Program 

delivered by the Australian Institute 

of Police Management, the Federal 

Bureau of Investigation and the 

Australian Federal Police. 

$9 239.74 

Nil 

Raymond Platz 

Detective 


and 

Ross Barnett 

Detective Chief 


and 

Carol McNamara 

(Executive Assistant of 

Asia Pacific Chapter) 

Thailand 

Thailand 

Thailand 

Attend the FBI National Academy 

Associates (Asia Pacific Chapter) 

10th Retraining Conference. 

$2 838.00 

$2 891.00 

Nil 

Nil 

Nil 

$2 442.00 

(Funded by FBI 

National Academy) 

September 07 

Jonathan Rouse 

Detective Acting 

Inspector 

New Zealand 

Attend and deliver a presentation 

at the annual Child Abuse Team 

Managers Conference. 

$563.00 

$1 450.00 

(Funded by New 

Zealand Police) 

Mark Hamilton 

Detective Sergeant 

and 

Papua New 

Guinea 

Visit Papua New Guinea on a 

current operational matter. 

$1 430.00 

$2 400.00 

(Funded by 

complainant 

company) 

Suzanne Wakerley 

Detective Senior 

Constable 

and 

Papua New 

Guinea 

$1 430.00 

$2 400.00 

(Funded by 

complainant 

company) 

Brett Gordon 

Investigative 

Accountant 

Papua New 

Guinea 

$1 430.00 

$2 400.00 

(Funded by 

complainant 

company) 

Brian Huxley 

Inspector 

and 

Solomon 

Islands 

Attend and assist in the delivery 

of the Leadership Development 

Program 2007 to selected Solomon 

Islands Police Force officers. 

Nil 

$4 790.00 

(Funded by 

Australian 

Institute of Police 

Management) 

Mark Plath 

Inspector 

Solomon 

Islands 

Nil 

$4 790.00 

(Funded by 

Australian 

Institute of Police 

Management) 

Leesa Mills 

Manager, Policy Unit 

and 

New Zealand 

Attend the National Common 

Police Services and the Ministerial 

Council for Police and Emergency 

Management (Police) Senior 

Officers’ Group meeting. 

$2 290.74 

Nil 


Appendix 3


position 



sources 

Robert Atkinson 

Commissioner 

New Zealand 

Attend the National Common 

Police Services and the Ministerial 

Council for Police and Emergency 

Management (Police) Senior 

Officers’ Group meeting. 

$2 500.89 

Nil 

October 07 

Brian Hay 



New Zealand 

Attend and present a paper at the 

Combined Law Agency Group 

Symposium. 

$191.00 

$2 456.00 

(Funded by 

Combined Law 

Agency Group) 

Kerry Dunn 


New Zealand 

Attend and deliver a presentation at 

New Zealand Police Road Policing 

Managers’ Conference. 

Nil 

$2 900.00 



Fay Towner 

Manager 

and 

Dale Ulrich 

Senior Sergeant 

New Zealand 

Represent Queensland Police 

Service at the Commissioners’ 

Australasian Women in Policing 

Advisory Committee. 

$3 852.00 

Nil 

Paul Friedman 

Manager 

and 

New Zealand 

Attend the Australasian 

Neighbourhood Watch Advisory 

Board meeting and conference. 

$2 346.00 

Nil 

Wayne Rassmussen 


and 

Steve Batterham 

Sergeant 

New Zealand 

$5 389.00 

Nil 

Ross Barnett 



New Zealand 

Attend the Australasian Crime 

Commissioners’ Conference. 

$2 065.00 

Nil 

November 2007 

Greg Tutt 


New Zealand 

Attend the Police Technical Unit 

Managers Forum. 

Nil 

$2 146.00 

(Funded by National 

Counter-Terrorism 

Committee) 

Amanda Moran 

Training Officer 

and 

Gabrielle Webb 

Drug Diversion 

Coordinator 

and 

Paul Stanley 

Youth Violence 

Taskforce member 

New Zealand 

Attend the Australasian 

Professional Society on Alcohol and 

other Drugs (APSAD) conference. 

Nil 

$9 407.21 

(Funded by 

Commonwealth 

Dept of Health and 

Ageing - National 

Drug Strategy) 

Robert Atkinson 

Commissioner 

New Zealand 

Represent the Queensland Police 

Service at the Ministerial Council 

for Police and Emergency 

Management—Police and 

Intergovernmental Committee of 

the Australian Crime Commission. 

$4 500.00 

Nil 

Paul Ready 


Bermuda 

Attend the Crime Stoppers 

International Training Conference. 

$2 033.00 

$6 284.00 

(Funded by 



Limited) 

Appendix 3 



position 



sources 

Peter Martin 


New Zealand 

Complete a work based project 

with various agencies as part of 

the Australian New Zealand School 

of Government Executive Masters 

Program in Public Administration. 

$2 381.46 

$337.99 

(Funded by 

ANZSOG program) 

Maree Foelz 

Sergeant 


America 

Attend the International 

Association of Women Police 45th 

Annual Training Conference. 

$1 835.00 

$3 200.00 

(Funded by Sgt 

Foelz) 

John Harris 


and 

Rodd Carroll 


New Zealand 

Visit New Zealand on a current 

operational matter. 

$5 773.82 

Nil 

December 2007 

Nil 

January 2008 

Nil 

February 2008 

Desmond Lacy 

Inspector 


America 

Attend and present at the ‘President 

and Secretaries Conference for 

National and International Chapter 

Executives’ hosted by the Federal 

Bureau of Investigation National 

Academy Associates (FBINAA) Asia 

Pacific Chapter. 

Nil 

$4 260.00 

(Estimated) 

(Funded by the 

FBI) 

Danny Baade 

Acting Superintendent 

and 

Hong Kong, 

United 

Kingdom and 


America 

Conduct site inspections of 

international law enforcement 

training establishments to assist in 

the design of a Queensland Police 

Service establishment. 

$8 346.77 

Nil 

Brett Pointing 


Hong Kong, 

United 

Kingdom and 


America 

$8 245.30 

Nil 

Virginia Gordon 

Assistant Curator 

New Zealand 

Attend the International Police 

Museum Conference as a keynote 

speaker. 

$1 747.00 

Nil 

March 2008 

Lisa Jones 

Curator 

New Zealand 

Attend the International Police 

Museum Conference as a keynote 

speaker. 

$793.00 

$871.00 



Shane O’Brien 

Senior Constable 

and 

Peter Davidson 


New Zealand 

Attend the New Zealand Police 

Special Tactics Group National 

Sniper Concentration. 

$5 791.80 

Nil 

Patrick Van Grinsven 

Sergeant 

Thailand 

Deliver training to Thai negotiators 

in counter-terrorism negotiator 

techniques. 

Nil 

$5 985.00 

(Funded by 

ADF Defence 

Cooperation 

Program) 

Ross Barnett 




America 

Participate in a joint electronic 

and print media interviews in 

company with FBI executive 

officers regarding an international 

operation. 

$240.00 

$4 270.00 

(Funded by FBI) 


Appendix 3


position 



sources 

Mark Stiles 

Inspector 

and 

Timothy Patridge 

Sergeant 

and 


Gareth Greenwood 

Japan 

Attend international counter 

terrorist training with the Japanese 

Assault Team. 

$250.00 

$4 175.00 


National Police 

Agency, Japan) 

Malcolm Lynch 

Chief Pilot 

and 

United States 

of America, 

Western 

Samoa, New 

Caledonia 

Accept delivery of, and ferry, 

a newly purchased aircraft to 

Australia. 

$8 976.00 

Nil 

Alan McVinish 

Maintenance 

Contractor, Aviation 

Specialists (non-QPS 

member) 

United States 

of America, 

Western 

Samoa, New 

Caledonia 

$5 748.00 

Nil 

April 2008 



Inspector 

Ukraine 

Participate as a member of the 

international team of instructors 

facilitating training to law 

enforcement officers. 

$760.00 

$10 150.00 


International 

Centre for Missing 

and Exploited 

Children) 

Michael Kelly 


and 

India, Japan, 

China 

Provide close personal protection 

to the Premier of Queensland on a 

business mission overseas. 

$25 751.00 

Nil 

Mark Penfold 


India, Japan, 

China 

$17 725.00 

Nil 

Peter Jory 

Detective Senior 

Sergeant 

and 

Stephen Loth 


New Zealand 

New Zealand 

Liaise with New Zealand on a 


$1 705.00 

$2 336.00 

Nil 

Nil 

Brendan Power 

Plain Clothes Senior 

Constable 

United States 

of America, 

Netherlands, 

Canada 

Liaise with international police on a 


$2 613.00 

$27 420.00 

(Funded by FBI) 

May 2008 



Inspector 

Norway 

Attend and present to senior 

Norwegian and European 

police officials concerning an 

international police operation. 

$780.00 

$6 490.00 

(Funded by 

Norwegian Federal 

Police) 

Marlene Prenzler 


and 

New Zealand 

Undertake training within the New 

Zealand Police National Strategic 

Investigative Interviewing Unit. 

$1 203.81 

Nil 

Craig Campbell 


New Zealand 

$1 203.81 

Nil 

Appendix 3 



position 



sources 

Katherine Mann 

Senior Policy Officer 

Spain 

Attend and present at the 

International Harm Reduction 

Conference. 

Nil 

$7 911.00 

(Estimated) 

(Funded by 

National Drug 

Strategy Law 

Enforcement 

Funding) 

Patrick Burrell 

Training Officer 

and 

New Zealand 

Attend a Firearms Instructor 

Workshop. 

Nil 

$4 488.00 

Funded by New 

Zealand Police 

Ricky Smith 

Sergeant 

New Zealand 

Nil 

$4 488.00 

Funded by New 

Zealand Police 

Desmond Lacy 

Inspector 

and 

Rodney Minns 


United Arab 

Emirates, 

Kingdom of 

Bahrain, Jordan, 

Lebanon 

Participate in a Rotary International 

Program. 

Nil 

$8,200.00 

(Estimated) 


member, Rotary 

International and 

Federal Bureau 

of Investigation 

National Academy 

Associates 

(FBINAA) Asia 

Pacific Chapter) 

Darryl Johnson 


New Zealand 

Attend and present at the New 

Zealand Police Serious Crime 

Course. 

$415.00 

$777.00 



Matthew Blunn 


New Zealand 

Attend an Advanced Explosive 

Entry Course with New Zealand 

Police Special Tactics Group. 

$1 800.00 

Nil 

Antoine Burdett 

Project Team Leader 


America 

Attend a MapWorld 2008 

Conference to receive the ‘2008 

MapInfo Meridan Award for 

Organisational Impact’. 

$2 672.00 

$2 800.00 

(Funded by Pitney 

Bowes / MapInfo) 

Paul Lincoln 

Sergeant/State 

Coordinator 

New Zealand 

Attend the New Zealand Blue Light 

Conference and Training Seminar. 

Nil 

$1 392.00 

(Estimated) 

(Funded by 

Qld Blue Light 

Association 

Incorporated) 

Steven Bignell 


and 

Olena Sheret 

Detective Constable 

and 

Brian Hay 

Detective 


Singapore, 

Russia 

Singapore, 

Russia 

Singapore, 

Russia 

Liaise with Russian authorities on a 


$6 978.67 

$6 978.67 

$6 978.67 

Nil 

Nil 

Nil 

Stephen Watterson 

Acting Senior 

Sergeant 

New Zealand 

Attend the International Blue Light 

Conference. 

Nil 

$1 194.00 

(Funded by 

Queensland Blue 

Light Association 

Inc.) 

June 2008 

Robert Waugh 


New Zealand 

Participate in a national interagency 

counter terrorism exercise. 

$154.50 

Unknown - funded 

by New Zealand 

Police 


Appendix 3


position 



sources 

Greg Bishop 


United States 

of America, 

Canada 

Participate in research and 

preventative policing strategies as 

part of the State Crime Operations 

Command 2007-08 Bursary Award. 

$15 000.00 

Nil 

Darren Carey 

Plain Clothes Sergeant 

and 

United States 

of America, 

Canada 

Accompany Premier of Queensland 

on a business mission. 

$23 642.00 

Nil 

Niall Castle 

Plain Clothes Senior 

Constable 

United States 

of America, 

Canada 

$23 556.00 

Nil 

Denis Houston 

Inspector 

and 

New Zealand 

Participate in a peer review of a 

newly established watchhouse 

facility. 

Nil 

$2 238.00 

(Estimated) 

Funded by New 


Gary Keillor 


New Zealand 

Nil 

$2 238.00 

(Estimated) 

Funded by New 


John Hartwell 


Papua New 

Guinea 

Attend the Papua New Guinea/ 

Australia Transnational Crime 

Conference. 

$1 976.00 

Nil 

Kerry Dunn 


New Zealand 

Represent the Queensland Police 

Service at a funeral for a New 

Zealand Police Officer. 

$1 036.99 

Nil 

Totals: $240 683.64 $148 360.20 

QPS overseas travel 

Operational 

$45 380.00 

$129 347.83 

Purpose of trip 

Training 

Other 

$84 259.19 

$95 704.20 

$27 076.62 

$7276.00 

0 20 000 40 000 

60 000 80 000 100 000 120 000 140 000 

Cost of Travel 

Contributions from the QPS 

Contributions from other agencies and sources 

Appendix 3 





police force 

Appendix 4: Consultancies 

Actual costs expended in 2007-08 for consultancies are as follows: 

Name of consultancy Description Cost 

(excl GST) 

Dialog Pty Ltd 

Transmart Pty Ltd 

Sagacity Consulting 

Arena Organisational Consultants 

To scope the implementation of infrastructure to support 

a web-based reporting system for the Weapons Licensing 

Branch. 

To provide advice and assistance to the Queensland 

Police Academy 2012 team throughout the life of the 

project on high-level strategic and inter-governmental 

issues. 

To provide a report regarding a definitive role and 

organisational structure for the Human Resource Policy 

and Workforce Planning Section. 

To undertake a review of the delivery of financial 

services within QPS. 

$22 840 

$27 600 

$23 100 

$63 068 




police force 

Appendix 5: Controlled Operations Committee 

The Controlled Operations Committee is responsible 

for considering and making recommendations about 

applications for an authority, or variation to an 

authority, to conduct a controlled operation under 

Chapter 11 of the Police Powers and Responsibilities 

Act 2000 (Qld). The Committee consists of an 

independent person, as required by legislation, who 

is a retired judge. This independent member is the 

Chairperson of the committee, with the other members 

including the Chairperson of the Crime and Misconduct 

Commission and the Detective Chief Superintendent, 

State Operations Command. The independent member 

is paid under the ‘Remuneration of part-time chairs 

and members of government boards committees and 

statutory authorities’ scheme. 

During the year under review the independent member 

received $2 470.50 in remuneration. There were no 

on-costs. Other members are not remunerated. 

The Controlled Operations Committee provides its own 

annual report after 30 June each year detailing the work 

and activities of the QPS under chapter 11 (Controlled 

operations) of the Police Powers and Responsibilities 

Act 2000 for the preceding 12 months. 


Appendix 4 and 5




police force 

Appendix 6: Systems for obtaining information about 

financial and operational performance 

Financial systems 

The QPS utilises a whole-of-Government finance 

solution called SAP ECC as its primary system for 

recording financial information, including information 

related to budgeting, expenditure and revenues, 

purchasing and assets. SAP ECC is supported by 

Corptech Service Provider and also the Shared- 

Service Agency, (SSA) who perform a wide-range of 

finance and corporate support activities for the QPS. 

SAP ECC is also used for the reporting and analysis 

of financial information at a local level through to 

departmental level. In addition to SAP ECC, the QPS 

utilises other systems to support financial reporting, 

including internal business warehouse reporting, a staff 

movements system for costing payroll information 

and internal financial modelling for budgeting and 

forecasting purposes. 

QPRIME 

The Queensland Police Records and Information 

Management Exchange (QPRIME) system captures 

police occurrence data across a range of activities 

including sudden death, intelligence submissions, crime 

stopper files, criminal offences, domestic violence, 

traffic crashes, marine incidents and other police related 

matters. This data can be extracted by operational 

police, statistical services and management through 

the QPRIME database and the Information Analysis 

tools to enable effective use of policing resources and 

performance management. 

Operational police and intelligence officers can use 

the system to predict crime trends and map police 

occurrences using the GIS Mapping functionality. 

Statistical Services 

The Crime and Related Information Management 

System (CRIMS) is used for both internal and external 

statistical reporting. Official Service statistics are 

extracted from this system using SAS (Statistical Analysis 

Software). Data contained within CRIMS is fed from the 

QPRIME database. 

As well as providing statistics based on internal counting 

methodologies, the Service also has a responsibility to 

report to external agencies. The information analysis 

solution does not allow for external counting rules to be 

applied to the data. External counting rules have been 

agreed to by all jurisdictions nationwide and provide 

the only method of comparing data between 

jurisdictions. Data according to external counting 

methodologies are included in National publications 

and data collections such as: 

• Australian Institute of Criminology Homicide 

Monitoring Program 

• Australian Bureau of Statistics Recorded Crime 

Victims 

• Australian Institute of Criminology Armed Robbery 

Monitoring Program 

• Australian Crime Commission Illicit Drug Data 

Report. 

Operational Performance Review 

Operational performance is monitored using the 

Operational Performance Review process. During this 

process key managers from the State’s thirty districts, 

(along with managers from commands and other areas 

as requested) attend a discussion session facilitated by 

the Commissioner, Deputy Commissioners, and Deputy 

Chief Executive (Resource Management). Each and 

every aspect of the performance of the areas under 

review is listed for discussion, and the majority of 

issues addressed by performance indicators within 

the strategic plan are reported on. A comprehensive 

suite of statistical data, qualitative data and other 

observation data is used to generate rigorous discussion 

centred upon the effectiveness of strategies, learning 

from past experiences, and anticipated forthcoming 

issues. Meetings are framed around eight key priorities 

which include operational and client service issues, 

strategic issues and a range of corporate performance 

issues. Managers under review must have an in-depth 

knowledge of all areas for which they are responsible 

to fully engage in this process. At the same time, the 

process gives the senior executive an opportunity to 

disseminate strategic themes and intentions directly into 

the workplace and drive necessary change in a timely 

manner. The process has been in operation for seven 

years and is continually refined and refreshed. 

A range of other government agencies have used the 

QPS model in developing their own agency specific 

review processes, including the Department of Child 

Safety and the Queensland Ambulance Service. The 

Queensland Audit Office suggested the QPS model was 

a better practice case study in performance management 

in the Auditor-General’s Report No. 5 for 2005. 

Appendix 6 


Key web addresses 

Australian Government counter-terrorism information 

http://www.nationalsecurity.gov.au/ 


www.qld.crimestoppers.com.au 

One Punch Can Kill 

http://www.onepunchcankill.com.au/ 

Domestic and family violence 

http://www.police.qld.gov.au/programs/crimePrevention/dv/default.htm 

Volunteers in Policing Program 

www.police.qld.gov.au/join/vip/ 

Project Safehands (Child Safety) 

www.safehands.qld.gov.au 

Who's Chatting to your Kids? 

http://www.police.qld.gov.au/programs/personalSafety/childProtection/default.htm 

Surf Safely 

http://www.police.qld.gov.au/programs/personalSafety/surfsafely.htm 

Party Safe 

http://www.police.qld.gov.au/programs/personalSafety/situationalAdvice/partySafe.htm 

Recruitment information 

www.policerecruit.com.au 

Neighbourhood Watch 

http://www.police.qld.gov.au/programs/crimePrevention/nhw/ 

Home Assist 

http://www.police.qld.gov.au/programs/crimePrevention/h_assist/ 

PCYC 

www.pcyc.org.au 

Drink Rite 

http://www.police.qld.gov.au/programs/crimePrevention/drinkrit/ 

CPTED – Crime Prevention through Environmental Design 

http://www.police.qld.gov.au/programs/crimePrevention/cpted.htm 

Brisbane CBD Emergency Plan 

http://www.police.qld.gov.au/programs/er/bsec/ 

Queensland Police Museum 

http://www.police.qld.gov.au/aboutUs/facilities/museum/ 

Bullying No Way 

http://www.bullyingnoway.com.au/ 

Youth Violence Taskforce 

http://www.police.qld.gov.au/News+and+Alerts/campaigns/qgip/default.htm 

TourSafe Queensland 

http://www.police.qld.gov.au/programs/personalSafety/tourSafe/default.htm 

Road Safety Queensland 

http://www.transport.qld.gov.au/Home/Safety/Road/ 

Property Safety 

http://www.police.qld.gov.au/services/property/ 

Queensland Police Pipes and Drums 

http://www.police.qld.gov.au/aboutUs/facilities/pipes.htm 


Key web addresses

Index 

Page 

Aboriginal and Torres Strait Islander employment 5, 8, 62 

About Us 4 

Adopt-a-cop 22 

Airwing 72 

Amphetamines 6, 36 

Appendices 125 

Asbestos management 73 

Asset management 72 

Audits, inspections and reviews 13, 52 

Australasian Drug Strategy Conference 20 

Australian National Victim Image Library (ANVIL) 31 

Balancing work and family 63 

Bicycle Squad – Brisbane Central District 82 

Boards and committees 

- Audit Committee 13, 52 

- Board of Management 12 

- Corporate Health and Safety Coordinating Committee 13 

- Finance Committee 13 

- Information Steering Committee 13 

- Risk Management Committee 13, 54 

- Senior Executive Conference 12 

- Staffing Advisory Committee 13 

- Strategic Capital Planning Committee 13 

Bomb threats 24 

Building design 74 

Building Safer Communities Action Teams (BSCATs) 21, 27 

Capital works and maintenance 72 

Carbon emissions 75, 77 

Career development 64 

Centre for Accident Research and Road Safety - Queensland 

(CARRS-Q) 42 

Chaplaincy 62, 79 

Child Protection Offender Registry (CPOR) 32 

Child safety 31 

Child Safety Coordination Unit 32 

Civil emergencies 24 

Code of conduct 52, 62 

Cold case and serial sex crime team 31 

Commissioner’s overview 2 

Community safety and engagement – Output 1 2, 6, 16, 81 

Complaints management and investigation 52 

Conferences 20, 34, 64, 86 

Consultancies 138 

Corporate governance 11 

Corporate resource management 6, 58 

Corruption prevention 3, 6, 54 

Counter-terrorism 25 

Crime management – Output 2 3, 6, 28, 84 

Crime prevention initiatives 21 

Crime Prevention Through Environmental Design (CPTED) 21 

Crime Stoppers 33 

Crowd management 18 

Delivering services to the community 4,7, 14 

Digital evidence recording equipment 70, 79 

Page 

Dignitary protection 18, 27 

Disaster management 2 

Diversion program 20 

DNA 27, 32 

Dogs 18, 27 

Drink driving 44 

Drink Rite 20 

Drugs 

- detection 18, 35 

- driving 42, 46 

- illicit 36 

- initiatives 20 

eBay 6, 34, 37 

Employee assistance service 61 

Energy consumption action plan 77, 79 

Enterprise bargaining 60 

Environmental sustainability 5, 73 

Equal employment opportunity 64 

Equity and diversity 62 

Ethical conduct and integrity 52 

Ethical Standards Command 52 

Event management 3, 24 

Executive management 11, 12 

Female police officers 65, 66 

Finance 4 

Financial Administration and Audit Act 1977 52, 123 

Financial management 68 

Financial statements 91 

Financial summary 9, 88 

Fleet management 71 

Flood relief 2, 6, 25 

Forensic services 32 

Fraud and corporate crime 34 

Freedom of information 78 

From the regions 80 

Future initiatives 27, 37, 46, 57, 79 

Graffiti 6, 34 

Health and wellbeing 60, 63 

Healthy Workplaces project 79 

Heavy Vehicle Investigation Unit 35 

Helping hand 61 

History 4 

Honours and awards 129 

Hoon laws 45 

Human resource management 60, 79 

Indigenous communities 8, 20, 62, 81 

Industrial relations 60 

Information and Communication Technology (ICT) 7, 69 

Infrastructure 73 

Integrated Justice Information Strategy (IJIS) 69 

Intelligence gathering 36 

Internal audit 52 

Internal witness support program 54 

International/national deployments 26 

Index 


Page 

Internet safety 31, 37 

Investment Governance Board 57 

Key priority areas 17, 29, 39, 49, 59, 81, 84, 85, 86 

Legislation 5, 32, 34, 45, 52, 54, 56, 62, 77 

Logistics Branch 71 

Major and organised crime 8, 29 

Major events 24 

Media, and public affairs 56 

Mental health intervention 23, 37 

Missing persons 33 

Mission 1 

Mobile police facility 6, 26 

National Police Reference System 79 

National Police Remembrance Day 62, 78 

National Survey of Community Satisfaction with Policing 56 

Offences 

- against people 30 

- involving property 30 

One Punch Can Kill 6, 20 

Operational Performance Reviews 14, 139 

Organisational structure 10 

Outlaw Motorcycle Gangs (OMCGs) 35 

Outputs 2, 3, 6, 16, 28, 38, 48, 81, 84, 85, 86 

Overseas travel 133 

Pandemic influenza plan 86 

Party Safe 20 

People 62 

Performance highlights 6 

Performance report 15, 126 

Personal safety 30 

Physical resource management 71, 79 

Planning, reporting and accountability framework 14, 15 

Police Academy Project 2012 7, 74 

Police Beats 22 

Police Citizens Youth Club (PCYC) 81 

Police first response 7, 8, 19, 23 

Policelink 74, 79 

Police safety 19 

Police Beat Shopfronts 22 

Policing Indigenous communities 7 

Priority Policing Policy 6, 59 

Probity checks 54 

Professional development 50 

Professional standards and ethical 

practice – Output 4 3, 6, 48, 86 

Project management 55 

Project Verity 53 

Property and facilities 71 

Property security 34 

Public accountability 55 

Public order and safety 18 

Public Safety Network 69 

Q-cars 45 

Queensland Indigenous Alcohol Diversion Program (QIADP) 20 

Queensland Police Museum 56 

Queensland Police Service Pipes and Drums 57 

QPRIME 69 

Radio and communication systems 70 

Random Breath Testing program 44 

Rail networks 18 

Record keeping 77 

Regional projects 

- Attitudinal driving workshops 85 

- Bicycle Squad – Brisbane Central District 82 

- BRAKE program 85 

- Child Safety Awareness project 83 

- Cold Case Playing Cards 84 

- Community Activity Programs through Education (CAPE) 81 

- Coordinated Response to Young People at Risk (CRYPAR) 82 

Page 

- Exercise Medusa 86 

- ID-IT 14, 81 

- Older Wiser Living Safely (OWLS) 82 

- Operation Mania 84 

- Operation Southern Alliance 84 

- Petrea Court Partnership project 81 

- Planning your futures driving 85 

- Police and Pacific Island Partnership Group 83 

- Road Safety Western Queensland Style 85 

- Safehands 14, 83 

- Special Public Order Teams (SPOT) 84 

- Violence No Way 81 

- Walk Away Cool Down 81 

- Weed it Out 14, 83 

- Youth Drive Right Program 85 

Regions 80 

Risk assessments and risk management 54 

Road safety 8, 40, 41, 42, 85 

Road Safety Initiatives Program (RSIP) 40, 42, 46 

Road toll 40 

Safe waterways 19 

Save a Life a Week campaign 41 

School based policing 22 

Service delivery 4, 7, 14 

Senior Executive Conference 12 

Seniors 23, 82 

Shared Service Initiative 67 

Significant criminal networks 35 

Special emergency responses 24 

Special Emergency Response Team (SERT) 24, 52 

Speed cameras 6, 43, 44 

Speed management strategy 43 

Staff 

- alcohol and drug awareness 60 

- employee assistance 61 

- equal employment 62, 66 

- overseas travel 133 

- staffing numbers 5, 6, 65 

- training and development 3, 50 

- voluntary early retirements 63 

- women in our organisation 64, 65 

- workplace health and safety 3, 60, 63 

Statutory bodies 138 

Strategic planning 14 

Strategic priorities 7 

Strategies 17, 29, 39, 49, 59 

Suitability checking, reporting and monitoring (SCRAM) 69 

Surf safely 31 

Surveys 56 

Systems – financial and operational performance 139 

Tasers 19 

Task Force Argos 31 

Traffic management – Output 3 3, 6, 38, 85 

Traffic policing 39, 43, 85 

Training and professional development 50 

Titan Threat/Risk Assessment Model 36 

Vehicle impoundment 45 

Vessel Management Program 27, 72 

Vision 1 

Voluntary Early Retirement (VER) 63 

Volunteers in Policing 5 

Vulnerable persons 8 

Waste management 73 

Water conservation, consumption 73 

Weapons licensing 77 

Web addresses 140 

Women’s career development 64 

Women’s Network 64 

Youth 33 


Index

# 

2007-08 

Annual report reader feedback 

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Grouping and sequencing of information Poor Fair Good Very good Excellent 

Presentation of information Poor Fair Good Very good Excellent 

Comprehensiveness of the report Poor Fair Good Very good Excellent 

Usefulness of information Poor Fair Good Very good Excellent 

Overall, how would you rate the annual report? (please circle): 

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Are there any other comments which you would like to make about the annual report? 

Thank you for your assistance. Please return this form to: 

Corporate Reporting Unit 

Office of the Commissioner 

7th Floor Police Headquarters 

PO Box 1440 

BRISBANE Q 4001 

Email: cru@police.qld.gov.au 

Fax: 07 3364 4941 

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144 

With honour we serve

2008 Annual Report - Queensland Police Service - Queensland ...

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