2015-16 Annual Report Public Safety Business Agency ... · 2015-16 Annual Report Public Safety...

2015-16 Annual Report Public Safety Business Agency

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Performance

Key performance measures

The service area ‘Strategic, Corporate and Operational Services’ provides high quality and sustainable operational services to the Queensland community, and strategic and corporate services to its partner agencies. This enables these agencies to focus on their frontline service delivery. PSBA’s operational services include QGAir, State Government Security and administration of the Blue Card scheme (employment screening for people working with children). PSBA’s partner agencies are the Office of the IGEM, QFES and QPS.

The service area objective is to deliver high quality and sustainable operational services to Queensland, and strategic and corporate services to PSBA’s partners and customers.

The table below provides an overview of the key performance measures for PSBA for 2015-16.

Service Area: Strategic, Corporate and Operational Services

Performance measures Notes

Str

ate

gic

Pla

n

2015-1

6

SD

S

2014-15 Actual

2015-16 Target/

Estimate

2015-16 Actual

Customer satisfaction 1 39% ≥50% 36% Average processing time

(days) of blue card applications where there is no criminal history

2

13 14 11

Cost of Public Safety Business Agency services per person

3 $132 ≤$130 $143

Service Area: Strategic, Corporate and Operational Services

Performance measures Notes

Str

ate

gic

Pla

n

2015-1

6

SD

S

2015 Actual

2016 Target/

Estimate

2016 Actual

Agency engagement 4, 5

38% - 41%

Staff satisfaction 4, 6

59% - 62%


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Notes:

1. This performance measure is based on an annual customer satisfaction survey. The survey measures overall satisfaction with services provided by the PSBA in terms of staff performance, timeliness, accessibility, quality and advice provided. Customers include Office of the IGEM, QFES, QPS and Ministerial staff, as well as key stakeholders from other government and non-government organisations who have received a service from the PSBA. The survey was completed by 1,753 clients, which represents a 7% response rate, a decrease of 2.7% compared to 2014-15. The response rate may have been impacted by the timing of the survey in relation to the Review of the PSBA. A high proportion (35%) of clients surveyed in 2015-16 gave a neutral response. Internal PSBA responses are excluded from the result.

2. The timeliness of processing blue card applications is a key driver of customer satisfaction. The 2015-16 Target/Estimate is based on volume trends and staffing levels. This measure is being discontinued in the 2016-17 Service Delivery Statement as it would be classified as a timeliness measure and not a measure of service effectiveness based on the performance criteria within the QAO’s Report on Monitoring and Reporting Performance (2013-14). This measure will continue to be monitored internally.

3. Measures the cost of delivering PSBA services on a per capita Queensland basis. Queensland population data is sourced from the Australian Bureau of Statistics Catalogue No. 3101.0 Australian Demographic Statistics. The 2015-16 Target/Estimate is based on the forecast budget for PSBA in 2015-16 and does not reflect the implementation of the Review of the PSBA. The 2015-16 Actual is primarily due to machinery-of-government transfers, additional expenditure for programs and programs delivered on behalf of the department’s clients and customers.

4. This performance measure is measured through the annual, whole-of-government Working for Queensland Employee Opinion Survey which measures and monitors workplace climate across the Queensland public service. The survey explores employee perceptions on a range of matters with the aim of identifying better ways of working. Survey results will be used by the PSBA to inform the delivery of future initiatives to continue workplace improvements. The PSBA response rate in 2015-16 was 48%.

5. Data for this measure was derived from the Working for Queensland Employee Opinion Survey factor ‘agency engagement’.

6. Data for this measure was derived from the Working for Queensland Employee Opinion Survey factor ‘my job’ (question 35: all things considered, how satisfied are you with your current job?).

Key

SDS – Service Delivery Statement

Strategic Plan – Public Safety Business Agency Strategic Plan 2015-2019


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2015-16 Highlights

This section reports on the objectives of the PSBA Strategic Plan 2015-2019. This is a sample of performance highlights from 2015-16 and is not representative of all work undertaken during the reporting period.

PSBA Inclusion Taskforce

The PSBA Inclusion Taskforce was established in February 2015 to provide leadership in promoting a workplace that welcomes and supports people of varying backgrounds, differing viewpoints, experience, talents and ideas.

Actions achieved by the Inclusion Taskforce in 2015-16 include the development of an International Women’s Day staff network to support International Women’s Day activities on 8 March 2016, and the development of an Action Plan focusing on inclusion through behaviour, education, reporting and policy to be rolled out across the agency.

The taskforce formally closed in April 2016 and the inclusion agenda will be reviewed in terms of its alignment with a restructured PSBA role and function as well as portfolio directions.

Cultural awareness

To mark NAIDOC Week (National Aborigines and Islanders Day Observance Committee) in July 2015 and as part of PSBA’s ongoing celebration of Indigenous history, culture and achievements, PSBA’s Human Resources offered Exclusion to Inclusion cultural awareness training for staff of the public safety portfolio. The workshops promoted understanding and interaction with the Indigenous community as well as the economic positives that result from cultural acceptance. The three workshops were well attended by over 85 frontline and corporate support personnel.

Senior executive members also attended a celebration morning tea and contributed to an art piece by Indigenous artist, Chad Briggs. The work represented the four public safety portfolio agencies working in collaboration with Indigenous Queensland and was ‘signed’ by attendees who placed their handprint on the artwork.

Objective One

Collaborate with Public Safety entities to develop workplaces and practices that drive productivity, engagement, inclusiveness and diversity.

Strategies: Invest in our people to support a skilled and capable

workforce.

Focus on staff health and wellbeing. Maximise two way communication and collaboration.


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Aboriginal cultural awareness workshops were held in September 2015 for Blue Card Services and State Government Security staff. The purpose of the training was to build an understanding and awareness of Aboriginal and Torres Strait Islander culture and peoples and also to identify and deconstruct unconscious bias in decision making and processes. The training was well received and provided staff with the foundational skills to more appropriately and respectfully engage with Aboriginal and Torres Strait Islander applicants and organisations. In addition, tailored workshops were delivered to Blue Card Services assessing officers to address particular issues experienced in communicating with Aboriginal and Torres Strait Islander applicants in remote communities when assessing those blue card applications where police information is returned.

International Women’s Day

International Women’s Day was celebrated on 8 March 2016 with over 500 people attending a public safety portfolio event. Keynote speakers were Ms Miriam Silva, Deputy Chair of the Training and Skills Commission (South Australia), member of the TAFE South Australia Board and Premier's Council for Women and Multicultural and Ethnic Affairs Commission; and Mr Duncan Smith, one of the Asia-Pacific region’s most experienced consultants in diversity and inclusion. The keynote speakers joined a panel including QPS Assistant Commissioner Tracey Linford and Adjunct Professor Carmel McGregor. Public safety agencies presented 16 awards to recognise outstanding achievements of women and the advancement of the status of women.

Lesbian, gay, bisexual, transgender and intersex workplace conference

In 2015, Australian government departments and corporate Australia, supported the lesbian, gay, bisexual, transgender and intersex (LGBTI) community with the annual Pride in Practice Conference.

Pride in Practice was held in Sydney from 30 November to 2 December 2015 and representatives from QFES and QPS attended the conference jointly sponsored by PSBA, QFES and QPS. Attendees heard from industry experts on best practice initiatives from Top 20 employers across the country and internationally on initiatives and issues around inclusion for the LGBTI community.

PSBA Indigenous and Multicultural Capability Strategic Planning 2015-16

A PSBA Cultural Capability Action Plan 2015-16 was implemented during the reporting period. The plan outlines actions to assist in valuing culture, building Indigenous engagement and stronger partnerships, building culturally responsive systems and services, building cultural capability and valuing culture.


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Blue Card Services

The blue card system plays a critical role in the prevention and monitoring of people working with children and young people in Queensland. It provides a vital contribution to the creation of safe and supportive environments for children and young people when receiving services and participating in activities which are mandatory, essential or important to their development and wellbeing. These include environments such as child care, education, sport and cultural activities, and where children may be particularly vulnerable such as foster care, residential care and youth detention facilities.

Working with Children Check

In 2015-16, Blue Card Services processed 268,773 blue and exemption card applications, renewals and authorisations, and identified 2,597 cases where individuals represented a high risk and were consequently prevented from working with children. As at 30 June 2016, Blue Card Services monitored the continued eligibility of over 680,000 individuals on a daily basis.

Compliance activities

Compliance with the requirements of the blue card system is also a critical component in building and maintaining safeguards for children and young people in regulated environments. Where possible, Blue Card Services focuses on educating and building the capacity of organisations, employers and individuals to achieve compliance and to identify and manage risks of harm to children. In 2015-16, Blue Card Services corresponded with 2,425 regulated businesses and organisations to provide information in relation to legislative requirements and to increase compliance with the requirements of the blue card system. It also conducted 386 compliance checks of organisations and 48,512 checks of individuals.

Community information and education

Blue Card Services also engages with organisations to provide general information about the system and build organisational capacity to identify and minimise risks of harm to children receiving regulated services. In 2015-16, Blue Card Services responded to 123,393 telephone enquiries and 15,924 email enquiries from the public about the blue card system or their individual applications, and directly engaged with 758 people through targeted community engagement, information and education activities involving participants from a diverse range of stakeholders. Key activities included:

presenting a blue card and risk management strategy workshop to sport and active recreation peak bodies

engaging with independent and state schools facilitating child accommodation to international students as part of the homestay industry to enhance understanding of their obligations under the blue card system and increase compliance

Objective Two

Build relationships with our partners, stakeholders and customers that are agile, responsive and based on trust.

Strategies: Foster a culture of collaboration and information

sharing.

Understand and service the needs of our partners, stakeholders and customers.

Engage with the community to strengthen resilience. Enhance the Queensland community’s ability to

access public safety services, when and where required.


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engaging with an Aboriginal and Torres Strait Islander Elders Group to provide information regarding the blue card application and assessment process

liaising with school principals from remote communities and the Department of Education and Training to identify strategies to increase levels of engagement in the blue card system and provide options for support to Aboriginal and Torres Strait Islander applicants residing in remote communities

travelling to the community of Aurukun to provide blue card system advice and establish partnerships with key stakeholders to promote individual and community participation in the blue card system. This visit aligns with the wider commitment of government in developing an action plan to progress the economic viability of the community

providing detailed written advice to 81 service providers, each individually tailored to the specific risk management requirements of the particular organisation.

In 2015-16, Blue Card Services continued to implement the online learning portal containing a series of education and information videos and other resources. The portal and its resources assist organisations to meet their legislative obligations under the blue card system, by providing practical information on how to draft their own child and youth risk management strategy. The portal continues to attract positive feedback and comments from organisations and other stakeholders.

Assisting Aboriginal and Torres Strait Islander communities and applicants

Blue Card Services also undertook a pilot project which provided additional assistance to Aboriginal and Torres Strait Islander applicants from the Mornington Island and Doomadgee communities with the aim of increasing engagement with the blue card system. This project included identifying appropriate authorised contact persons to assist applicants through the submissions process, and implementing partnerships with key service providers and employers in each community to improve processes for managing any challenges for applicants who return police information.

While the initial phase of the project only involved two communities, there was encouraging evidence to support increased engagement by applicants in the submissions process, resulting in a better quality of information being provided to inform the decision making process. Accordingly, Blue Card Services aims to extend the additional assistance provided by this project to more Aboriginal and Torres Strait Islander communities in 2016-17.

Reports under section 395

Section 395 of the Working with Children (Risk Management and Screening) Act 2000 (the Act) allows the Chief Executive Officer to provide reports to the Minister on the administration of the Act, including the Chief Executive Officer’s performance and exercise of functions and powers. In 2015-16, Blue Card Services reported information to the Minister in 11 cases under section 395.

Capital built assets initiatives

PSBA has responsibility for delivering most new and ongoing capital initiatives to support the operational capability of QFES and QPS. This includes new or upgraded police and fire and rescue stations across the state, new and replacement police, fire and emergency service vehicles, and a range of information and technology initiatives across the portfolio.

Significant capital initiatives progressed or delivered by PSBA on behalf of QFES and QPS during 2015-16 include:

completion of the replacement watchhouse and commencement of the replacement police station at Kingaroy

completion of the upgrade to the Nanango police station

completion of the upgrade to the Thursday Island police station and watchhouse

completion of the upgrade to the Police Communications Centre at Police Headquarters in Brisbane

commencement of the upgrade to the Forensic Service facility in Brisbane


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progressing additional police housing in Bamaga

upgrading closed circuit cameras (CCTV) at police watchhouses at Sandgate, Townsville, Ipswich, Rockhampton, Wynnum and Gladstone

continuing the replacement of the permanent fire and rescue stations at Bundaberg, Bundamba and Petrie

completion of upgrades to the permanent fire and rescue stations at Burleigh Heads and Kemp Place

commencing work on the replacement auxiliary fire and rescue stations at Cunnamulla, Dayboro and Gordonvale, and the upgrade of the Roma auxiliary fire and rescue station.

Community safety education campaigns

The public safety portfolio agencies, in particular QFES and QPS, have established award-winning and best practice examples of social media use by government agencies during crisis situations such as disaster management. They are also prolific in the use of social media as a community engagement strategy and have policy and procedures in place to guide staff usage.

A number of community safety education campaigns were launched or managed by PSBA in 2015-16, on behalf of the QFES and QPS, to improve community safety including:

Bushfire season: Campaign to educate the community on the three levels of bushfire warnings (https://ruralfire.qld.gov.au/bushfires/)

If it’s flooded, forget it: A television, radio, print, outdoor and online social media campaign designed to stop Queenslanders risking their lives by driving through floodwaters. The campaign features a new, crowd-sourced flooded roads map (http://floodwatersafety.initiatives.qld.gov.au/)

Get out. Fire about.: Winter fire safety campaign encouraging households to think about their escape plan and to practice it so that they are ready to respond in the event of a fire. Information including advice on how to create an escape plan is available at www.qfes.qld.gov.au/fireescape/

The Resilients: A series of five online animations encouraging residents to become more self-sufficient in preparation for storm and cyclone season. Topics include making an emergency plan, preparing the home, making an emergency kit and when to call for help. The clips are available at https://newsroom.psba.qld.gov.au/

Queensland Road Safety Week in partnership with the Department of Transport and Main Roads

‘That Could Be Me’ female police recruitment campaign

‘Open Doors’ (Logan) domestic and family violence campaign.

Disaster management coordination

During 2015-16, PSBA undertook a number of disaster preparedness activities in order to support its partner agencies and the Queensland community during disaster events, including:

meetings of the All Hazards Management Steering Committee (this committee was subsumed under establishment of the new Executive Management Team (EMT) on 1 June 2016). Representatives from QFES and QPS participated in these meetings to enable a portfolio-led approach to hazard management

training for staff working in the State Disaster Coordination Centre and QFES State Operations Centre during disaster events

validation of the All Hazards Management Arrangements 2015-16 through a desktop exercise called ‘Shock Wave’

PSBA recruitment drive to increase the agency’s strength within the State Disaster Coordination Centre and Community Recovery Ready Reserves.

https://ruralfire.qld.gov.au/bushfires/

http://floodwatersafety.initiatives.qld.gov.au/

http://www.qfes.qld.gov.au/fireescape/

https://newsroom.psba.qld.gov.au/


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Disability Service Plan 2014-2016

In accordance with the Disability Services Act 2006, each Queensland Government agency is required to develop a disability service plan that includes actions to deliver the Queensland Disability Plan 2014-19: Enabling choices and opportunities (the Queensland disability plan). The Queensland disability plan details priority areas which underpin the government’s vision of a community that is inclusive of all citizens and where people with a disability are enabled to lead valued and fulfilling lives.

The Public Safety Portfolio Disability Services Plan 2014-2016 (the portfolio plan), released in September 2014, includes actions for the development and improvement of services that are responsive to the needs of clients and members with a disability and their families and carers. The portfolio plan seeks to educate, inform and engage with Queenslanders with a disability to reduce the rate and impact of public safety incidents including crimes, road crashes and fires. During the reporting period, the public safety portfolio agencies continued to work with Queenslanders with a disability to build resilient communities and ensure community preparedness for disaster events.

The PSBA has completed its activities from the portfolio plan and no further action is required. The PSBA is a public service office and in accordance with the Disability Services Act 2006 section 221(8), the PSBA is not required to develop and implement a disability service plan.

Enterprise Bargaining Agreements

The Queensland Police Service Certified Agreement 2013 has an expiry date of 30 June 2016. Negotiations with the Queensland Police Union of Employees and the Queensland Police Commissioned Officers' Union of Employees for the next agreement commenced in May 2016. Negotiations are being undertaken by QPS representatives and Employee Relations, PSBA on behalf of the Commissioner, and a Public Sector Industrial Relations representative on behalf of the government.

The new QPS Enterprise Bargaining Agreement is expected to be signed by 31 August 2016.

The State Government Entities Certified Agreement 2015 was finalised on 1 June 2016 and provided for a three year agreement with wage increases for public sector employees of 2.5% per annum operative from 1 September 2015. An additional one off payment of $1,300 for all public sector employees employed under the agreement as at 1 April 2016 was made in recognition of the period that wage increases were not awarded.

The State Government Security Certified Agreement 2013 has an expiry date of 30 April 2016. State Government Security and the Together Queensland, Industrial Union of Employees reached in-principle agreement on 30 May 2016 for a three year agreement and annual wage increases of 2.5% operative from 1 May 2016. Consultation and balloting of employees is expected to be finalised in September 2016.

Frontline resources

PSBA provides human resource services to the public safety portfolio and as such to the QPS in reaching targets set by government for police headcount.

Between 1 July 2015 and 30 June 2016, an additional 294 police officers were appointed (over and above attrition). As at 30 June 2016, there were 11,877 police officers. The QPS has grown by 1,182 officers (over and above attrition) since the commencement of the government’s commitment to provide 1,100 additional police officers over four years which commenced on 1 July 2012. The police recruiting plan now aims to stabilise the number of police officers around 11,800, in line with government commitments and current priorities.


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National Drug and Alcohol Program

PSBA supported the national drug and alcohol program during the reporting period, working with Queensland Health and the QPS to develop media statements and presentations highlighting the harms and prevalence of the drug ice and options for support for drug users, families and communities. Face to face delivery of this package was provided to all QPS District Crime Prevention Units across Queensland.

An internal QPS awareness product was also completed and made available to QPS officers regarding harms and prevalence of the drug Ice, signs and symptoms of stimulant drug use and operational awareness of risks associated with drug use.

National Indigenous Reform Agreement

PSBA contributed to the National Indigenous Reform Agreement during the reporting period by supporting the Department of Aboriginal and Torres Strait Islander Partnerships policy in the development of responses to alcohol/substance abuse and harm. PSBA also undertook a review of police responses to domestic and family violence in discrete communities.

Police vehicles

PSBA, on behalf of the QPS, commenced introduction of the Hyundai Sonata into the vehicle fleet in June 2016 after a 12 month trial under varied operating conditions in both rural and metropolitan locations.

The vehicle was rigorously tested and evaluated against Australian New Zealand Police Advisory Agency specifications and QPS Vehicle Selection Framework. The vehicle has been evaluated over two major categories which are ‘ergonomics’ and ‘on road performance’ and the vehicle has been deemed capable of accommodating all operational equipment as well as providing ample space for additional equipment.

The Sonata will progressively replace the current marked general duties vehicles and those used for unmarked operations. The QPS will also conduct an evaluation of a turbocharged Hyundai ‘POLICE SPEC’ Sonata in late 2016.

In 2015-16, the PSBA maintained and supplied the QPS with 2,545 vehicles including ‘marked’, ‘unmarked’, ‘covert’ and purpose built ‘Tactical Response’ vehicles and delivered 779 replacement vehicles.

Mobile Police Facility vehicles

In 2015-16, three Mobile Police Facility (MPF) vans were provided to the QPS regions. First launched in 2008, MPFs have proven invaluable assets, acting as instant command posts at crime scenes and disasters.

At 30 June 2016, Mount Isa, Toowoomba and Roma District police had taken delivery of their vehicles, and the finishing touches were being applied by PSBA’s Fleet Asset Services Group to vehicles destined for Cairns, the Sunshine Coast and Rockhampton. While Cairns already has a MPF, it will receive an all-wheel drive version and Logan will take possession of Cairns’ existing 2WD MPF.

Following consultation with officers operating the vehicles, the latest additions have an extra phone connection and increased 3G/4G data transfer capability. The system also provides a wi-fi hotspot surrounding the vehicle to allow the use of QPS mobile devices. The external lighting has also been upgraded, and some MPFs have all wheel drive capability.

With the final deliveries expected in the first quarter of 2016-17, there will be a total of 12 MPFs deployed throughout the state.


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Police vessels

In 2015-16, PSBA maintained and supplied QPS with a fleet of 65 vessels including catamarans, rigid inflatable boats, jet skis, tactical vessels and station vessels.

The new 24 metre QPS vessel Damian Leeding was commissioned in May 2016. This state-of-the-art vessel is a floating police station capable of being used as both a search and rescue ship and an incident control or communications centre. The QPS vessel Damian Leeding will replace the vessel based at the Whitsundays.

QFES vehicles

In 2015-16, PSBA maintained and supplied QFES with a fleet of 1,944 vehicles consisting of 576 urban operational and support vehicles, 955 operational rural fire appliances and 413 leased vehicles. In addition, 41 urban operational appliances and 49 rural fire appliances were replaced.

Open Data Strategy

PSBA collaborated with the portfolio agencies during the reporting period to develop the Public Safety Portfolio Open Data Strategy 2015-16. The public safety portfolio is committed to providing up-to-date data to the community, as early as possible, whilst also maintaining data quality and confidentiality and meeting legislative and privacy requirements.

Published datasets include the performance of operational officers, crime statistics and mapping data.

Public safety portfolio data is highly sought after and as at 30 June 2016, approximately 80 datasets from portfolio agencies can be viewed via the Queensland Government data portal (https://data.qld.gov.au/dataset).

Queensland Government Air

QGAir provides transport and incident response to support government services to the community. QGAir also manages contract arrangements with Community Helicopter Providers and the commercial helicopter provider in the Torres Strait.

QGAir delivers community safety, life saving and government support aviation services from seven operational bases across Queensland. Search and Rescue Rotary Wing Services operate from Archerfield, Townsville and Cairns 24 hours a day, seven days a week with a fleet of five aircraft. Fixed Wing Services operate from Brisbane, Mount Isa, Horn Island (Torres Strait) and Cairns and can be contacted 24 hours a day, seven days a week for scheduled and ad-hoc flights.

QGAir delivers a range of scheduled, unscheduled and emergency aviation services including search and rescue; inter-hospital facility transfers; primary rescues; organ retrieval; dignitary transport (including Vice-Regal); transport of government employees; transport of persons in custody; disaster recovery; and police support operations.

During 2015-16, rotary aircraft expended a total of 3,086.77 engine hours while performing 2,026 operational tasks, which included 556 rescues, 971 medical retrievals and other necessary flying activities such as training. In addition, fixed wing aircraft expended a total of 3,101.90 engine hours, travelled 604,084.00 nautical miles, carried 20,777 kilograms of freight and transported 10,652 passengers.

https://data.qld.gov.au/dataset


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State Government Security – Operations

State Government Security incorporates the State Government Protective Security Service and operates under the State Buildings Protective Security Act 1983 and the State Buildings Protective Security Regulation 2008. The service has provided protective security services to the people and property assets of the Queensland Government for more than 60 years.

It employs approximately 330 officers across the state and protects key government assets including schools, parklands, courthouses and government offices. It also delivers a wide range of security services including:

on site security of government property assets

an alarm monitoring and response service

mobile patrolling of property assets

government identification card production

security assessments and technical advice.

State Government Security’s Central Operations Room in Brisbane provides alarm monitoring to over 2,100 locations throughout Queensland and its mobile patrol officers conduct an average of 401 regular security patrols each night in the Brisbane area.

Tackling alcohol-fuelled violence

The Tackling Alcohol-Fuelled Violence Legislation Amendment Act 2016 was assented to on 4 March 2016. This Act includes an additional evidentiary provision ensuring blood alcohol content readings lawfully taken by police are admissible as evidence in relevant prosecutions under the Liquor Act 1992.

This amendment is one of a number of changes made to the Act that are being implemented to reduce alcohol-fuelled violence. Training materials for frontline police have been updated in terms of the new legislation with training commencing in 2016 and ongoing into 2017 as the relative legislative amendments take effect.


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Government Wireless Network

During 2015-16, PSBA supported the roll out of the Government Wireless Network (GWN) in South East Queensland to significantly improve the quality of digital radio communications and bring QFES, QPS and the QAS onto the same platform for improved multi-agency information sharing. Security of the network has also improved under the GWN compared to the ageing analogue technology previously used.

The GWN has reduced the number of known black spots, providing radio communications coverage in areas where there was previously none. For example, firefighters will experience more consistent signal strength giving them the ability to maintain radio communications contact even when they are inside high-rise buildings, basements and stairwells.

The portable radios have built-in background noise suppression, and location and duress information is also available improving the personal safety of police officers in dangerous environments. Previously, QPS did not have these capabilities. GWN radios now give QPS the ability to know the location of every vehicle and officer. This provides a faster and more targeted response capability to direct the most suitable resource to any call for service. It also provides a better and safer environment for officers who may be in duress or calling for urgent assistance. The location and duress capabilities have already been used multiple times and provided a faster response to officers in distress including QAS officers who may be requesting QPS assistance.

The GWN is operating throughout South East Queensland with more than 17,500 frontline emergency services personnel accessing the network at 30 June 2016. Full implementation in South East Queensland is expected by 31 December 2016.

Human Resource Information Solution

The HRIS program will replace the existing payroll systems for Office of the IGEM, PSBA, QFES, QAS within Queensland Health and Queensland Corrective Services (QCS) within DJAG, with an integrated core human resource, payroll and Human Capital Management solution. The primary benefit of the program will be system continuity that will reduce the risk of human resource and payroll systems failing. The HRIS program outcomes are to achieve operational efficiencies through standardised and automated business processes and strategic capability to support planning and workforce management.

Consultation has occurred with the Queensland Government Chief Information Office to confirm assurance reviews and requirements for the program.

Objective Three

Focus on delivering benefits to frontline services, with a strong emphasis on continuous improvement.

Strategies: Develop strong and integrated networks, systems

and processes across the portfolio.

Use innovation solutions supported by technology to improve outcomes and benefits to the community.

Provide transparency and accountability to our partners and the community.


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Queensland Shared Services will continue to provide payroll services for the in-scope agencies and will migrate them from LATTICE to the Aurion system. Office of the IGEM staff will migrate from LATTICE to Aurion with the first pay to be run in July 2016. QCS will be the next agency to be transitioned with an estimated completion date of April 2017.

Datacom Group Limited was contracted in January 2016 to provide Human Capital Management capability through a software-as-a-service arrangement for the Office of the IGEM and QFES. The contract includes provisions for the implementation of Human Capital Management into QAS and QCS following a successful implementation for the Office of the IGEM and QFES.

Mobile Services Program

PSBA and the QPS have been working in partnership to provide a Mobile Services Program to give frontline police officers access to mobile QLiTE devices (a suite of QPS developed Applications available on an iPad mini) with tools and applications they can use in the field. The devices reduce reliance on police radio and administration times at the station enabling more proactive policing in the community.

Since the commencement of the Mobile Services Program in 2012, the PSBA has moved the QPS from wireless laptops and analogue radio as its mobile technology to the use of smart devices integrated with enterprise systems in delivering the right data and functions to frontline police in any place at any time.

In 2015-16, the program delivered 5,000 mobile QLiTE devices to frontline police, with the remaining 400 devices to be deployed following the completion of the Frontline Mobility Evaluation. This significant investment is directly improving the QPS’ ability to better serve the community by allowing frontline officers to quickly and accurately identify who they are dealing with and what action might need to be taken, as well as reducing the burden of administrative duties requiring officers to return to a station.

Policy development

The Policy Branch within PSBA’s Strategy Division, performed the following functions during the reporting period:

identifying policy priorities based on government commitments and emerging issues within the portfolio and providing proactive advice to the Minister for Police, Fire and Emergency Services and Minister for Corrective Services and respective agencies on these matters

preparing government policy documents as required for the Minister and portfolio agencies

providing advice on existing government policy and non-portfolio legislation and proposed changes and amendments

responding to policy matters raised as part of the national agenda for application in the Queensland context. This may involve leading policy matters as deemed appropriate by the Premier or Minister.

During 2015-16, the Policy Branch coordinated policy development (service policy and social policy) across the public safety portfolio and provided input on behalf of the portfolio to whole-of-government policy matters including:

domestic and family violence

mental health

child protection

social cohesion

disaster management

road safety.


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Public safety portfolio legislation

During 2015-16, PSBA Legislation Branch was responsible for legislation administered by the public safety portfolio agencies including the Police Powers and Responsibilities Act 2000, the Police Service Administration Act 1990, the Fire and Emergency Services Act 1990 and the Disaster Management Act 2003.

The Legislation Branch also consulted with key stakeholder groups including those government departments directly affected by changing legislation, Department of the Premier and Cabinet, and the Office of the Queensland Parliamentary Counsel, to ensure the policy and legislative development process provides the best outcomes. The branch also supports the Minister for Police, Fire and Emergency Services and Minister for Corrective Services during the Cabinet and Parliamentary processes and assists its portfolio partners during the parliamentary portfolio committee’s consideration of proposed legislation.

During 2015-16, the Legislation Branch facilitated amendments or proposed amendments to a variety of Acts and Regulations including the:

Fire and Emergency Services Act 1990

Police Powers and Responsibilities Act 2000

Public Safety Business Agency Act 2014.


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2016 Public Safety Portfolio Environmental Scan

The 2016 Public Safety Portfolio Environmental Scan, completed in February 2016, identifies the key trends, events and issues relevant to the public safety portfolio and likely to impact the portfolio’s ability to provide services to communities across Queensland.

The environmental scan summarises research and analysis conducted on areas that may present future challenges and opportunities for the portfolio including a growing and increasingly diverse population; a predicted increase in the severity and frequency of natural disasters; changing community expectations around government services; changes in the volunteer landscape; and crime and safety threats resulting from technological advancements, globalisation and violent extremism.

eRostering

In August 2015, the eRostering project issued an Invitation to Offer to the market seeking responses from vendors with prior experience in implementing an integrated eRostering and time and attendance commercial off-the-shelf solution.

The Invitation to Offer evaluation was completed in December 2015 and in February 2016 the project commenced contract establishment and pricing negotiations with the preferred vendor. Between March and May 2016 the project team undertook a Proof of Solution which provided the opportunity for the preferred vendor to demonstrate capability to interpret a selection of QPS awards, conditions and calculate entitlements (pay and leave) accurately. The Proof of Solution was also able to simulate data integration between the solution and the QPS/PSBA payroll system (Aurion) as well as validate selected QPS rostering business requirements. The project is finalising pricing and the contract commercial and legal schedules ensuring its compliance to the Government Information Technology Contracting framework provisions in readiness for approval.

Procurement

During the reporting period, PSBA awarded contracts for the following:

two Rigid Hull Inflatable Patrol Boats and a Rigid Hull Inflatable Tactical Response Vessel for QPS

training and educational services for QFES

a Standing Offer Arrangement for the supply of trailers.

PSBA also developed a suite of mobile applications and continued the rollout of devices under the Mobile Services Program.

Public safety portfolio officers were also trained in contract management foundations, the portfolio’s contract management framework, contract management skills and the QContracts system.

Objective Four

Take a lead role in supporting value for money public safety services.

Strategies: Drive efficiencies in business practices.

Continuously review our services and prioritise resource allocation based on evidence.

Develop best practice models, tools and capability to enhance productivity.


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Strategic and operational planning, and operational risk management

The PSBA Guide to Strategic and Operational Planning and Operational Risk Management was developed and released in 2015-16 and provides PSBA staff with information and guidance on planning and operational risk management. It supports the PSBA Risk Management Framework and sets out the requirements for each level of planning, while acknowledging that a range of models and processes may be used across the agency to suit different business requirements.

The guide details a series of suggested steps that equip business areas to determine their desired future state, identify possible issues, risks, and opportunities, establish objectives and priorities and provide a basis for the measurement of their performance.

Risk management

The PSBA Risk Management Framework, released in January 2016, identifies how risk is managed in the PSBA and how risk management and business planning should be interwoven and completed simultaneously. The framework underpins the introduction of an effective risk management system that will enable the PSBA to ensure continuity of service delivery, manage risks and threats to an acceptable degree, and make informed decisions around strategic direction and operational objectives.

Strategic planning

The Public Safety Business Agency Strategic Plan 2015-2019 is a key corporate planning document that contains the agency's vision, purpose, strategic risks and challenges, objectives and strategies, performance indicators and values.

The plan has been informed by the commitments and expectations of the government, portfolio agencies and the community. While the strategic plan has a horizon of four years, it is reviewed every year to ensure it continues to provide long-term direction for the agency and clarity to the community.

The agency’s strategic plan is available online at www.psba.qld.gov.au/publications/Pages/strategic-plan.aspx. As at 30 June 2016, the plan is under review for 2016-2020.

http://www.psba.qld.gov.au/publications/Pages/strategic-plan.aspx

http://www.psba.qld.gov.au/publications/Pages/strategic-plan.aspx

2015-16 Annual Report Public Safety Business Agency ... · 2015-16 Annual Report Public Safety...

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Transcript of 2015-16 Annual Report Public Safety Business Agency ... · 2015-16 Annual Report Public Safety...