Results

Question 1

**Results - Example (Palm Island Slygrogging)

Answer 1

Sly-Grogging operations

1. ID PROBLEM - increase in serious assault offences within Palm Island community - researched and found link to increased liquor consumption within community / sly grogging
2. Proactive approach - represented QPS at local Liquor Accord meeting, met with stakeholders from Govt agencies = QHealth, QAS, Liquor Licencing. Community stakeholders = local Justice Group and Elders. Discussed increase, ensured process was community-led - REFER TO COMMUNITY-LED PARTNERSHIPS CARD
   Provide policing solutions - this involved supporting local ‘pub’ in providing an outlet for safe and responsible consumption of alcohol, but also canvassed needs of group which was to take punitive approach on sly grogging.
3. Reactive approach - through relationships built at meetings, cultivated informants. encouraged participation of local police to seek out information and involved staff from Townsville to assist, provided clear goals (target sly groggers to reduce alcohol-fuelled violence), sought input from team re: factors that hinder detection and devised solutions collectively.

Resulted in large seizures of contraband over 12-month period leading to significant reduction in GBH and sexual assault offences, the action was commended by Elders within the community.

Question 2

**Collaboration strategies

Answer 2

1. establish and maintain shared understanding, values and respect
2. Understand, manage and monitor stakeholder expectations
3. Take action to solve problems

Question 3

**Community-led partnerships

Answer 3

1. essential to addressing historical and continuing distrust and fear of police that can be experienced by FN peoples
2. investing time and resources in community-led models will equip QPS members with the knowledge of culture and protocols that will assist in culturally intelligent responses
3. particularly critical in rural and remote communities

Question 4

**Stakeholders - who

Answer 4

1. TT&H -
   Taskforce Inquiry Response Team (to inform the preparation of responses to Inquiry requests)
2. First Nations groups -
   FN Treaty Institute
   FN Groups within communities - Elders, Justice Group, Traditional Owners, Mayor and Councillors
3. Our staff -
   First Nations members - sworn and unsworn
   Our leaders - commissioned officers and directors
   Our staff - particularly frontline
   CULTURAL CAPABILITY UNIT
4. Other government agencies re records and documents
5. The wider community

Question 5

**Results - Example - Child Protection Palm Island

Answer 5

Child Protection Awareness

1. ID PROBLEM - Lack of reporting child protection matters - members of the community including children fearful of removal of children, side issue of junior officers unsure of process and not reporting where information was available.
2. Community-led approach. Met with stakeholders - DOCS, local Justice Group and Council operating local Safe House. Ensured process was community-led - REFER TO COMMUNITY-LED PARTNERSHIPS CARD
   Provide advice that led to increase of staffing and security of Safe House so that it could be used on 24/7 basis to ensure children remained on the island in comfortable and known environment and allowed for visits from family while working on issues with the Dept.
3. Education provided to staff on relevant legislation, OPMs etc re: child protection matters. Guidance on reporting through feedback. Buy-in of ensuing protection to children.

Resulted in improvements to reporting of child safety matters with permanent changes to DOCS policy relating to use of Safe House as first option

Question 6

**Stakeholder Management

Answer 6

1. ID stakeholders - refer to STAKEHOLDERS CARD
2. Know your stakeholders - antecedents that affect interest / influence / possible roadblocks
3. Develop engagement strategy - plan communication
4. When (Timing) and How (Method)
5. Commit to plan - refer to COLLABORATION STRATEGIES CARD
6. Measure effectiveness and be prepared to refine

Question 7

** Results - Example (Hockley)

Answer 7

As Investigator ESC, took initiative to take carriage of misconduct / criminal investigation relating to allegations of grooming a 15yo child by CPIU officer

Matter had been delayed due to inaction of original investigating officer in handling evidence.

Led investigative team - Argos, IIG and forensic services to obtain requisite evidence. Negotiated urgent timeframes to make up for delay. Progress updates and celebrated milestones through positive feedback.

Briefed Senior Management ESC & CCC on sufficiency of evidence attesting SM’s arrest. Made recommendations for his suspension.

ID potential issue with international evidence (Social Media content). Liaised with Senior Prosecutors DPP, discussed matter and anticipated issue. Contacted Snapchat and coordinated Certificate of Authenticity, that satisfied evidentiary provisions similar to that of S95 Certificate.

Crucial evidence admissible, SM found guilty and sentenced to term of imprisonment.

Promoted transparency and legitimacy of Service in face of adversity.

Question 8

**COI consultation and recommendations

Answer 8

1. nothing can change without MEANINGFUL ENGAGEMENT with FN peoples and communities;
2. police at all levels need to be EDUCATED by FN peoples on the history of FN peoples in this country and the role of police in the violence and oppression inflicted on them;
3. CULTURAL KNOWLEDGE is paramount

Recommendations have been made but REAL CHANGE will be made when QPS engages fully and meaningfully with FN communities across Queensland

Question 9

Strategic Management

Answer 9

1. vision / commitment to vision
2. being well informed (connected) / willingness to delegate and empower
3. astute use of power / emotional IQ