❓ WA Parliament QoN regarding police resourcing, incident management, and operational hours, particularly concerning regional areas. The response details recruitment, IMU models, and DCAT program implementation.
AnsweredQoN 1613Legislative Assembly
QuestionView source ↗
(b) are these statistics available for regional police stations and if so, will the Minister provide them?
AnswerView source ↗
Answered
9 September 2003
Responded by
Minister for Police and Emergency Services
Response time
98 days
(b) what does implementation of a ‘standardised’ Incident Management Unit Model mean for country areas?
(b) what will be the impact of this plan on regional police officers?
(b) how many FTEs and Police Officers were in the Police Service as at 30 June 2000, 30 June 2001, 30 June 2002 and 30 June 2003; (c) at the end of this term of Government, what will be the net increase in FTEs and Police Officers in the Police Service; and (d) how many of the Police Service FTEs and Police Officers are located in regional WA?
(c) at the end of this term of Government, what will be the net increase in FTEs and Police Officers in the Police Service; and (d) how many of the Police Service FTEs and Police Officers are located in regional WA?
(d) how many of the Police Service FTEs and Police Officers are located in regional WA?
1(a) The operational hours target for 2003/2004 is marginally below budget for 2002/2003 but significantly higher than the estimated actual for 2002/2003. A significant reason for both the estimate and the target being below the 2002/2003 budget is the Academy transition from Maylands to Joondalup. The Academy is now fully operational with 292 officers being recruited in 2002/2003, which includes 85 catch up for the Academy transition, 15 extra police and 10 extra Aboriginal Police Liaison Officers (APLO). In 2003/2004 a further 250 officers will be recruited, comprising 180 to cover attrition plus 60 additional police and 10 additional APLOs as part of the Government’s commitment of an additional 250 police and 40 APLOs. Operational hours reported in the Budget Statements exclude recruits in training and in conjunction with the Police Service’s efforts to allow officers to more readily take leave, the consequence is that operational hours in 2003/2004 will not fully recover to previous levels, which were inflated due to accelerated recruitment in advance of the Academy transition in 2001/2002. (1b) These statistics are not available (2) This information is operationally sensitive and is not available for release. (3a) An Incident Management Unit is a small unit comprising of 6 or more officers focussed on the provision of services within their respective areas to assist in the management and allocation of resources. The Incident Management Unit (IMUs) Model concept has been established within the six Metropolitan based Districts and four IMUs are currently operating in regional areas – Peel, South West, Goldfields Esperance and Midwest-Gascoyne Districts. IMUs seek to enhance resource management effectiveness and efficiency. The primary function was to manage calls received from the public and other sources to provide more operational time for direct operational personnel to focus on proactive activities, identifying real-time crime patterns or trends as well as providing crime prevention and victim support advice. (3b) There has been an identified need for a consistent corporate model for the Metropolitan and some regional Police Districts and this has been subject to a recent review. The proposed revised function of IMUs includes: Accurately recording all crime and incidents; Reducing demand on operation officers by fully investigating certain classes of crime through static investigation and referral to other areas for further action; Undertaking tactical assessments through monitoring real-time (IMS assisted) behavioural patterns to enhance resource deployment in iaison with OICs/Managers; and Liaising with the DISC, Tasking and Coordinating Group (TCG) and other District IMUs on tactical and strategic crime/incident trends and issues. The IMU concept is most effective in areas of demographic and geographic density such as the Metropolitan area, but has potential application in some regional areas. 4(a) DCAT is a program of major projects and the necessary supporting infrastructure to significantly improve police effectiveness and efficiency. The immediate outcomes will include: a significant increase in the quantum of police intelligence and the inter-linkage of intelligence components, greater accessibility to intelligence across the police service, better information exchange with other government agencies and the community of WA, increased capability of the speed camera infringement system, improved tactical use of informants, greater officer safety, provision of the required management information to measure and monitor agency performance and identify macro issues and trends, as well as significant efficiency gains through common integrated systems, automation of administration tasks, and streamlined business processes. In addition, the program will replace all legacy mainframe systems thereby mitigating both business and technical risk to WAPS as well as reducing ongoing costs. The key focus of the DCAT program is on supporting Intelligence Led Policing with the information, tools and processes needed to target crime and road safety, improve clearance rates, focus resource deployment, and respond to incidents in a safer and more informed manner. In essence DCAT is about smarter policing. The DCAT program will enable the release of more officer time to front-line policing duties by introducing better process support and providing timely and efficient access to quality information. The expected time savings will allow officers to devote more time to priority tasks with the benefit being absorbed across a number of key performance indicators including better response times and improved clearance rates. The Police Service advise FTE savings have been estimated to be in the vicinity of 300 officers. 4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
The Academy is now fully operational with 292 officers being recruited in 2002/2003, which includes 85 catch up for the Academy transition, 15 extra police and 10 extra Aboriginal Police Liaison Officers (APLO). In 2003/2004 a further 250 officers will be recruited, comprising 180 to cover attrition plus 60 additional police and 10 additional APLOs as part of the Government’s commitment of an additional 250 police and 40 APLOs. Operational hours reported in the Budget Statements exclude recruits in training and in conjunction with the Police Service’s efforts to allow officers to more readily take leave, the consequence is that operational hours in 2003/2004 will not fully recover to previous levels, which were inflated due to accelerated recruitment in advance of the Academy transition in 2001/2002. (1b) These statistics are not available (2) This information is operationally sensitive and is not available for release. (3a) An Incident Management Unit is a small unit comprising of 6 or more officers focussed on the provision of services within their respective areas to assist in the management and allocation of resources. The Incident Management Unit (IMUs) Model concept has been established within the six Metropolitan based Districts and four IMUs are currently operating in regional areas – Peel, South West, Goldfields Esperance and Midwest-Gascoyne Districts. IMUs seek to enhance resource management effectiveness and efficiency. The primary function was to manage calls received from the public and other sources to provide more operational time for direct operational personnel to focus on proactive activities, identifying real-time crime patterns or trends as well as providing crime prevention and victim support advice. (3b) There has been an identified need for a consistent corporate model for the Metropolitan and some regional Police Districts and this has been subject to a recent review. The proposed revised function of IMUs includes: Accurately recording all crime and incidents; Reducing demand on operation officers by fully investigating certain classes of crime through static investigation and referral to other areas for further action; Undertaking tactical assessments through monitoring real-time (IMS assisted) behavioural patterns to enhance resource deployment in iaison with OICs/Managers; and Liaising with the DISC, Tasking and Coordinating Group (TCG) and other District IMUs on tactical and strategic crime/incident trends and issues. The IMU concept is most effective in areas of demographic and geographic density such as the Metropolitan area, but has potential application in some regional areas. 4(a) DCAT is a program of major projects and the necessary supporting infrastructure to significantly improve police effectiveness and efficiency. The immediate outcomes will include: a significant increase in the quantum of police intelligence and the inter-linkage of intelligence components, greater accessibility to intelligence across the police service, better information exchange with other government agencies and the community of WA, increased capability of the speed camera infringement system, improved tactical use of informants, greater officer safety, provision of the required management information to measure and monitor agency performance and identify macro issues and trends, as well as significant efficiency gains through common integrated systems, automation of administration tasks, and streamlined business processes. In addition, the program will replace all legacy mainframe systems thereby mitigating both business and technical risk to WAPS as well as reducing ongoing costs. The key focus of the DCAT program is on supporting Intelligence Led Policing with the information, tools and processes needed to target crime and road safety, improve clearance rates, focus resource deployment, and respond to incidents in a safer and more informed manner. In essence DCAT is about smarter policing. The DCAT program will enable the release of more officer time to front-line policing duties by introducing better process support and providing timely and efficient access to quality information. The expected time savings will allow officers to devote more time to priority tasks with the benefit being absorbed across a number of key performance indicators including better response times and improved clearance rates. The Police Service advise FTE savings have been estimated to be in the vicinity of 300 officers. 4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
Operational hours reported in the Budget Statements exclude recruits in training and in conjunction with the Police Service’s efforts to allow officers to more readily take leave, the consequence is that operational hours in 2003/2004 will not fully recover to previous levels, which were inflated due to accelerated recruitment in advance of the Academy transition in 2001/2002. (1b) These statistics are not available (2) This information is operationally sensitive and is not available for release. (3a) An Incident Management Unit is a small unit comprising of 6 or more officers focussed on the provision of services within their respective areas to assist in the management and allocation of resources. The Incident Management Unit (IMUs) Model concept has been established within the six Metropolitan based Districts and four IMUs are currently operating in regional areas – Peel, South West, Goldfields Esperance and Midwest-Gascoyne Districts. IMUs seek to enhance resource management effectiveness and efficiency. The primary function was to manage calls received from the public and other sources to provide more operational time for direct operational personnel to focus on proactive activities, identifying real-time crime patterns or trends as well as providing crime prevention and victim support advice. (3b) There has been an identified need for a consistent corporate model for the Metropolitan and some regional Police Districts and this has been subject to a recent review. The proposed revised function of IMUs includes: Accurately recording all crime and incidents; Reducing demand on operation officers by fully investigating certain classes of crime through static investigation and referral to other areas for further action; Undertaking tactical assessments through monitoring real-time (IMS assisted) behavioural patterns to enhance resource deployment in iaison with OICs/Managers; and Liaising with the DISC, Tasking and Coordinating Group (TCG) and other District IMUs on tactical and strategic crime/incident trends and issues. The IMU concept is most effective in areas of demographic and geographic density such as the Metropolitan area, but has potential application in some regional areas. 4(a) DCAT is a program of major projects and the necessary supporting infrastructure to significantly improve police effectiveness and efficiency. The immediate outcomes will include: a significant increase in the quantum of police intelligence and the inter-linkage of intelligence components, greater accessibility to intelligence across the police service, better information exchange with other government agencies and the community of WA, increased capability of the speed camera infringement system, improved tactical use of informants, greater officer safety, provision of the required management information to measure and monitor agency performance and identify macro issues and trends, as well as significant efficiency gains through common integrated systems, automation of administration tasks, and streamlined business processes. In addition, the program will replace all legacy mainframe systems thereby mitigating both business and technical risk to WAPS as well as reducing ongoing costs. The key focus of the DCAT program is on supporting Intelligence Led Policing with the information, tools and processes needed to target crime and road safety, improve clearance rates, focus resource deployment, and respond to incidents in a safer and more informed manner. In essence DCAT is about smarter policing. The DCAT program will enable the release of more officer time to front-line policing duties by introducing better process support and providing timely and efficient access to quality information. The expected time savings will allow officers to devote more time to priority tasks with the benefit being absorbed across a number of key performance indicators including better response times and improved clearance rates. The Police Service advise FTE savings have been estimated to be in the vicinity of 300 officers. 4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
(1b) These statistics are not available (2) This information is operationally sensitive and is not available for release. (3a) An Incident Management Unit is a small unit comprising of 6 or more officers focussed on the provision of services within their respective areas to assist in the management and allocation of resources. The Incident Management Unit (IMUs) Model concept has been established within the six Metropolitan based Districts and four IMUs are currently operating in regional areas – Peel, South West, Goldfields Esperance and Midwest-Gascoyne Districts. IMUs seek to enhance resource management effectiveness and efficiency. The primary function was to manage calls received from the public and other sources to provide more operational time for direct operational personnel to focus on proactive activities, identifying real-time crime patterns or trends as well as providing crime prevention and victim support advice. (3b) There has been an identified need for a consistent corporate model for the Metropolitan and some regional Police Districts and this has been subject to a recent review. The proposed revised function of IMUs includes: Accurately recording all crime and incidents; Reducing demand on operation officers by fully investigating certain classes of crime through static investigation and referral to other areas for further action; Undertaking tactical assessments through monitoring real-time (IMS assisted) behavioural patterns to enhance resource deployment in iaison with OICs/Managers; and Liaising with the DISC, Tasking and Coordinating Group (TCG) and other District IMUs on tactical and strategic crime/incident trends and issues. The IMU concept is most effective in areas of demographic and geographic density such as the Metropolitan area, but has potential application in some regional areas. 4(a) DCAT is a program of major projects and the necessary supporting infrastructure to significantly improve police effectiveness and efficiency. The immediate outcomes will include: a significant increase in the quantum of police intelligence and the inter-linkage of intelligence components, greater accessibility to intelligence across the police service, better information exchange with other government agencies and the community of WA, increased capability of the speed camera infringement system, improved tactical use of informants, greater officer safety, provision of the required management information to measure and monitor agency performance and identify macro issues and trends, as well as significant efficiency gains through common integrated systems, automation of administration tasks, and streamlined business processes. In addition, the program will replace all legacy mainframe systems thereby mitigating both business and technical risk to WAPS as well as reducing ongoing costs. The key focus of the DCAT program is on supporting Intelligence Led Policing with the information, tools and processes needed to target crime and road safety, improve clearance rates, focus resource deployment, and respond to incidents in a safer and more informed manner. In essence DCAT is about smarter policing. The DCAT program will enable the release of more officer time to front-line policing duties by introducing better process support and providing timely and efficient access to quality information. The expected time savings will allow officers to devote more time to priority tasks with the benefit being absorbed across a number of key performance indicators including better response times and improved clearance rates. The Police Service advise FTE savings have been estimated to be in the vicinity of 300 officers. 4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
(2) This information is operationally sensitive and is not available for release. (3a) An Incident Management Unit is a small unit comprising of 6 or more officers focussed on the provision of services within their respective areas to assist in the management and allocation of resources. The Incident Management Unit (IMUs) Model concept has been established within the six Metropolitan based Districts and four IMUs are currently operating in regional areas – Peel, South West, Goldfields Esperance and Midwest-Gascoyne Districts. IMUs seek to enhance resource management effectiveness and efficiency. The primary function was to manage calls received from the public and other sources to provide more operational time for direct operational personnel to focus on proactive activities, identifying real-time crime patterns or trends as well as providing crime prevention and victim support advice. (3b) There has been an identified need for a consistent corporate model for the Metropolitan and some regional Police Districts and this has been subject to a recent review. The proposed revised function of IMUs includes: Accurately recording all crime and incidents; Reducing demand on operation officers by fully investigating certain classes of crime through static investigation and referral to other areas for further action; Undertaking tactical assessments through monitoring real-time (IMS assisted) behavioural patterns to enhance resource deployment in iaison with OICs/Managers; and Liaising with the DISC, Tasking and Coordinating Group (TCG) and other District IMUs on tactical and strategic crime/incident trends and issues. The IMU concept is most effective in areas of demographic and geographic density such as the Metropolitan area, but has potential application in some regional areas. 4(a) DCAT is a program of major projects and the necessary supporting infrastructure to significantly improve police effectiveness and efficiency. The immediate outcomes will include: a significant increase in the quantum of police intelligence and the inter-linkage of intelligence components, greater accessibility to intelligence across the police service, better information exchange with other government agencies and the community of WA, increased capability of the speed camera infringement system, improved tactical use of informants, greater officer safety, provision of the required management information to measure and monitor agency performance and identify macro issues and trends, as well as significant efficiency gains through common integrated systems, automation of administration tasks, and streamlined business processes. In addition, the program will replace all legacy mainframe systems thereby mitigating both business and technical risk to WAPS as well as reducing ongoing costs. The key focus of the DCAT program is on supporting Intelligence Led Policing with the information, tools and processes needed to target crime and road safety, improve clearance rates, focus resource deployment, and respond to incidents in a safer and more informed manner. In essence DCAT is about smarter policing. The DCAT program will enable the release of more officer time to front-line policing duties by introducing better process support and providing timely and efficient access to quality information. The expected time savings will allow officers to devote more time to priority tasks with the benefit being absorbed across a number of key performance indicators including better response times and improved clearance rates. The Police Service advise FTE savings have been estimated to be in the vicinity of 300 officers. 4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
(3a) An Incident Management Unit is a small unit comprising of 6 or more officers focussed on the provision of services within their respective areas to assist in the management and allocation of resources. The Incident Management Unit (IMUs) Model concept has been established within the six Metropolitan based Districts and four IMUs are currently operating in regional areas – Peel, South West, Goldfields Esperance and Midwest-Gascoyne Districts. IMUs seek to enhance resource management effectiveness and efficiency. The primary function was to manage calls received from the public and other sources to provide more operational time for direct operational personnel to focus on proactive activities, identifying real-time crime patterns or trends as well as providing crime prevention and victim support advice. (3b) There has been an identified need for a consistent corporate model for the Metropolitan and some regional Police Districts and this has been subject to a recent review. The proposed revised function of IMUs includes: Accurately recording all crime and incidents; Reducing demand on operation officers by fully investigating certain classes of crime through static investigation and referral to other areas for further action; Undertaking tactical assessments through monitoring real-time (IMS assisted) behavioural patterns to enhance resource deployment in iaison with OICs/Managers; and Liaising with the DISC, Tasking and Coordinating Group (TCG) and other District IMUs on tactical and strategic crime/incident trends and issues. The IMU concept is most effective in areas of demographic and geographic density such as the Metropolitan area, but has potential application in some regional areas. 4(a) DCAT is a program of major projects and the necessary supporting infrastructure to significantly improve police effectiveness and efficiency. The immediate outcomes will include: a significant increase in the quantum of police intelligence and the inter-linkage of intelligence components, greater accessibility to intelligence across the police service, better information exchange with other government agencies and the community of WA, increased capability of the speed camera infringement system, improved tactical use of informants, greater officer safety, provision of the required management information to measure and monitor agency performance and identify macro issues and trends, as well as significant efficiency gains through common integrated systems, automation of administration tasks, and streamlined business processes. In addition, the program will replace all legacy mainframe systems thereby mitigating both business and technical risk to WAPS as well as reducing ongoing costs. The key focus of the DCAT program is on supporting Intelligence Led Policing with the information, tools and processes needed to target crime and road safety, improve clearance rates, focus resource deployment, and respond to incidents in a safer and more informed manner. In essence DCAT is about smarter policing. The DCAT program will enable the release of more officer time to front-line policing duties by introducing better process support and providing timely and efficient access to quality information. The expected time savings will allow officers to devote more time to priority tasks with the benefit being absorbed across a number of key performance indicators including better response times and improved clearance rates. The Police Service advise FTE savings have been estimated to be in the vicinity of 300 officers. 4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
The Incident Management Unit (IMUs) Model concept has been established within the six Metropolitan based Districts and four IMUs are currently operating in regional areas – Peel, South West, Goldfields Esperance and Midwest-Gascoyne Districts. IMUs seek to enhance resource management effectiveness and efficiency. The primary function was to manage calls received from the public and other sources to provide more operational time for direct operational personnel to focus on proactive activities, identifying real-time crime patterns or trends as well as providing crime prevention and victim support advice. (3b) There has been an identified need for a consistent corporate model for the Metropolitan and some regional Police Districts and this has been subject to a recent review. The proposed revised function of IMUs includes: Accurately recording all crime and incidents; Reducing demand on operation officers by fully investigating certain classes of crime through static investigation and referral to other areas for further action; Undertaking tactical assessments through monitoring real-time (IMS assisted) behavioural patterns to enhance resource deployment in iaison with OICs/Managers; and Liaising with the DISC, Tasking and Coordinating Group (TCG) and other District IMUs on tactical and strategic crime/incident trends and issues. The IMU concept is most effective in areas of demographic and geographic density such as the Metropolitan area, but has potential application in some regional areas. 4(a) DCAT is a program of major projects and the necessary supporting infrastructure to significantly improve police effectiveness and efficiency. The immediate outcomes will include: a significant increase in the quantum of police intelligence and the inter-linkage of intelligence components, greater accessibility to intelligence across the police service, better information exchange with other government agencies and the community of WA, increased capability of the speed camera infringement system, improved tactical use of informants, greater officer safety, provision of the required management information to measure and monitor agency performance and identify macro issues and trends, as well as significant efficiency gains through common integrated systems, automation of administration tasks, and streamlined business processes. In addition, the program will replace all legacy mainframe systems thereby mitigating both business and technical risk to WAPS as well as reducing ongoing costs. The key focus of the DCAT program is on supporting Intelligence Led Policing with the information, tools and processes needed to target crime and road safety, improve clearance rates, focus resource deployment, and respond to incidents in a safer and more informed manner. In essence DCAT is about smarter policing. The DCAT program will enable the release of more officer time to front-line policing duties by introducing better process support and providing timely and efficient access to quality information. The expected time savings will allow officers to devote more time to priority tasks with the benefit being absorbed across a number of key performance indicators including better response times and improved clearance rates. The Police Service advise FTE savings have been estimated to be in the vicinity of 300 officers. 4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
IMUs seek to enhance resource management effectiveness and efficiency. The primary function was to manage calls received from the public and other sources to provide more operational time for direct operational personnel to focus on proactive activities, identifying real-time crime patterns or trends as well as providing crime prevention and victim support advice. (3b) There has been an identified need for a consistent corporate model for the Metropolitan and some regional Police Districts and this has been subject to a recent review. The proposed revised function of IMUs includes: Accurately recording all crime and incidents; Reducing demand on operation officers by fully investigating certain classes of crime through static investigation and referral to other areas for further action; Undertaking tactical assessments through monitoring real-time (IMS assisted) behavioural patterns to enhance resource deployment in iaison with OICs/Managers; and Liaising with the DISC, Tasking and Coordinating Group (TCG) and other District IMUs on tactical and strategic crime/incident trends and issues. The IMU concept is most effective in areas of demographic and geographic density such as the Metropolitan area, but has potential application in some regional areas. 4(a) DCAT is a program of major projects and the necessary supporting infrastructure to significantly improve police effectiveness and efficiency. The immediate outcomes will include: a significant increase in the quantum of police intelligence and the inter-linkage of intelligence components, greater accessibility to intelligence across the police service, better information exchange with other government agencies and the community of WA, increased capability of the speed camera infringement system, improved tactical use of informants, greater officer safety, provision of the required management information to measure and monitor agency performance and identify macro issues and trends, as well as significant efficiency gains through common integrated systems, automation of administration tasks, and streamlined business processes. In addition, the program will replace all legacy mainframe systems thereby mitigating both business and technical risk to WAPS as well as reducing ongoing costs. The key focus of the DCAT program is on supporting Intelligence Led Policing with the information, tools and processes needed to target crime and road safety, improve clearance rates, focus resource deployment, and respond to incidents in a safer and more informed manner. In essence DCAT is about smarter policing. The DCAT program will enable the release of more officer time to front-line policing duties by introducing better process support and providing timely and efficient access to quality information. The expected time savings will allow officers to devote more time to priority tasks with the benefit being absorbed across a number of key performance indicators including better response times and improved clearance rates. The Police Service advise FTE savings have been estimated to be in the vicinity of 300 officers. 4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
(3b) There has been an identified need for a consistent corporate model for the Metropolitan and some regional Police Districts and this has been subject to a recent review. The proposed revised function of IMUs includes: Accurately recording all crime and incidents; Reducing demand on operation officers by fully investigating certain classes of crime through static investigation and referral to other areas for further action; Undertaking tactical assessments through monitoring real-time (IMS assisted) behavioural patterns to enhance resource deployment in iaison with OICs/Managers; and Liaising with the DISC, Tasking and Coordinating Group (TCG) and other District IMUs on tactical and strategic crime/incident trends and issues. The IMU concept is most effective in areas of demographic and geographic density such as the Metropolitan area, but has potential application in some regional areas. 4(a) DCAT is a program of major projects and the necessary supporting infrastructure to significantly improve police effectiveness and efficiency. The immediate outcomes will include: a significant increase in the quantum of police intelligence and the inter-linkage of intelligence components, greater accessibility to intelligence across the police service, better information exchange with other government agencies and the community of WA, increased capability of the speed camera infringement system, improved tactical use of informants, greater officer safety, provision of the required management information to measure and monitor agency performance and identify macro issues and trends, as well as significant efficiency gains through common integrated systems, automation of administration tasks, and streamlined business processes. In addition, the program will replace all legacy mainframe systems thereby mitigating both business and technical risk to WAPS as well as reducing ongoing costs. The key focus of the DCAT program is on supporting Intelligence Led Policing with the information, tools and processes needed to target crime and road safety, improve clearance rates, focus resource deployment, and respond to incidents in a safer and more informed manner. In essence DCAT is about smarter policing. The DCAT program will enable the release of more officer time to front-line policing duties by introducing better process support and providing timely and efficient access to quality information. The expected time savings will allow officers to devote more time to priority tasks with the benefit being absorbed across a number of key performance indicators including better response times and improved clearance rates. The Police Service advise FTE savings have been estimated to be in the vicinity of 300 officers. 4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
4(a) DCAT is a program of major projects and the necessary supporting infrastructure to significantly improve police effectiveness and efficiency. The immediate outcomes will include: a significant increase in the quantum of police intelligence and the inter-linkage of intelligence components, greater accessibility to intelligence across the police service, better information exchange with other government agencies and the community of WA, increased capability of the speed camera infringement system, improved tactical use of informants, greater officer safety, provision of the required management information to measure and monitor agency performance and identify macro issues and trends, as well as significant efficiency gains through common integrated systems, automation of administration tasks, and streamlined business processes. In addition, the program will replace all legacy mainframe systems thereby mitigating both business and technical risk to WAPS as well as reducing ongoing costs. The key focus of the DCAT program is on supporting Intelligence Led Policing with the information, tools and processes needed to target crime and road safety, improve clearance rates, focus resource deployment, and respond to incidents in a safer and more informed manner. In essence DCAT is about smarter policing. The DCAT program will enable the release of more officer time to front-line policing duties by introducing better process support and providing timely and efficient access to quality information. The expected time savings will allow officers to devote more time to priority tasks with the benefit being absorbed across a number of key performance indicators including better response times and improved clearance rates. The Police Service advise FTE savings have been estimated to be in the vicinity of 300 officers. 4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
The key focus of the DCAT program is on supporting Intelligence Led Policing with the information, tools and processes needed to target crime and road safety, improve clearance rates, focus resource deployment, and respond to incidents in a safer and more informed manner. In essence DCAT is about smarter policing. The DCAT program will enable the release of more officer time to front-line policing duties by introducing better process support and providing timely and efficient access to quality information. The expected time savings will allow officers to devote more time to priority tasks with the benefit being absorbed across a number of key performance indicators including better response times and improved clearance rates. The Police Service advise FTE savings have been estimated to be in the vicinity of 300 officers. 4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
The DCAT program will enable the release of more officer time to front-line policing duties by introducing better process support and providing timely and efficient access to quality information. The expected time savings will allow officers to devote more time to priority tasks with the benefit being absorbed across a number of key performance indicators including better response times and improved clearance rates. The Police Service advise FTE savings have been estimated to be in the vicinity of 300 officers. 4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
(5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
(5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
(5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
(5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
(b) what will be the impact of this plan on regional police officers?
(b) how many FTEs and Police Officers were in the Police Service as at 30 June 2000, 30 June 2001, 30 June 2002 and 30 June 2003; (c) at the end of this term of Government, what will be the net increase in FTEs and Police Officers in the Police Service; and (d) how many of the Police Service FTEs and Police Officers are located in regional WA?
(c) at the end of this term of Government, what will be the net increase in FTEs and Police Officers in the Police Service; and (d) how many of the Police Service FTEs and Police Officers are located in regional WA?
(d) how many of the Police Service FTEs and Police Officers are located in regional WA?
1(a) The operational hours target for 2003/2004 is marginally below budget for 2002/2003 but significantly higher than the estimated actual for 2002/2003. A significant reason for both the estimate and the target being below the 2002/2003 budget is the Academy transition from Maylands to Joondalup. The Academy is now fully operational with 292 officers being recruited in 2002/2003, which includes 85 catch up for the Academy transition, 15 extra police and 10 extra Aboriginal Police Liaison Officers (APLO). In 2003/2004 a further 250 officers will be recruited, comprising 180 to cover attrition plus 60 additional police and 10 additional APLOs as part of the Government’s commitment of an additional 250 police and 40 APLOs. Operational hours reported in the Budget Statements exclude recruits in training and in conjunction with the Police Service’s efforts to allow officers to more readily take leave, the consequence is that operational hours in 2003/2004 will not fully recover to previous levels, which were inflated due to accelerated recruitment in advance of the Academy transition in 2001/2002. (1b) These statistics are not available (2) This information is operationally sensitive and is not available for release. (3a) An Incident Management Unit is a small unit comprising of 6 or more officers focussed on the provision of services within their respective areas to assist in the management and allocation of resources. The Incident Management Unit (IMUs) Model concept has been established within the six Metropolitan based Districts and four IMUs are currently operating in regional areas – Peel, South West, Goldfields Esperance and Midwest-Gascoyne Districts. IMUs seek to enhance resource management effectiveness and efficiency. The primary function was to manage calls received from the public and other sources to provide more operational time for direct operational personnel to focus on proactive activities, identifying real-time crime patterns or trends as well as providing crime prevention and victim support advice. (3b) There has been an identified need for a consistent corporate model for the Metropolitan and some regional Police Districts and this has been subject to a recent review. The proposed revised function of IMUs includes: Accurately recording all crime and incidents; Reducing demand on operation officers by fully investigating certain classes of crime through static investigation and referral to other areas for further action; Undertaking tactical assessments through monitoring real-time (IMS assisted) behavioural patterns to enhance resource deployment in iaison with OICs/Managers; and Liaising with the DISC, Tasking and Coordinating Group (TCG) and other District IMUs on tactical and strategic crime/incident trends and issues. The IMU concept is most effective in areas of demographic and geographic density such as the Metropolitan area, but has potential application in some regional areas. 4(a) DCAT is a program of major projects and the necessary supporting infrastructure to significantly improve police effectiveness and efficiency. The immediate outcomes will include: a significant increase in the quantum of police intelligence and the inter-linkage of intelligence components, greater accessibility to intelligence across the police service, better information exchange with other government agencies and the community of WA, increased capability of the speed camera infringement system, improved tactical use of informants, greater officer safety, provision of the required management information to measure and monitor agency performance and identify macro issues and trends, as well as significant efficiency gains through common integrated systems, automation of administration tasks, and streamlined business processes. In addition, the program will replace all legacy mainframe systems thereby mitigating both business and technical risk to WAPS as well as reducing ongoing costs. The key focus of the DCAT program is on supporting Intelligence Led Policing with the information, tools and processes needed to target crime and road safety, improve clearance rates, focus resource deployment, and respond to incidents in a safer and more informed manner. In essence DCAT is about smarter policing. The DCAT program will enable the release of more officer time to front-line policing duties by introducing better process support and providing timely and efficient access to quality information. The expected time savings will allow officers to devote more time to priority tasks with the benefit being absorbed across a number of key performance indicators including better response times and improved clearance rates. The Police Service advise FTE savings have been estimated to be in the vicinity of 300 officers. 4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
The Academy is now fully operational with 292 officers being recruited in 2002/2003, which includes 85 catch up for the Academy transition, 15 extra police and 10 extra Aboriginal Police Liaison Officers (APLO). In 2003/2004 a further 250 officers will be recruited, comprising 180 to cover attrition plus 60 additional police and 10 additional APLOs as part of the Government’s commitment of an additional 250 police and 40 APLOs. Operational hours reported in the Budget Statements exclude recruits in training and in conjunction with the Police Service’s efforts to allow officers to more readily take leave, the consequence is that operational hours in 2003/2004 will not fully recover to previous levels, which were inflated due to accelerated recruitment in advance of the Academy transition in 2001/2002. (1b) These statistics are not available (2) This information is operationally sensitive and is not available for release. (3a) An Incident Management Unit is a small unit comprising of 6 or more officers focussed on the provision of services within their respective areas to assist in the management and allocation of resources. The Incident Management Unit (IMUs) Model concept has been established within the six Metropolitan based Districts and four IMUs are currently operating in regional areas – Peel, South West, Goldfields Esperance and Midwest-Gascoyne Districts. IMUs seek to enhance resource management effectiveness and efficiency. The primary function was to manage calls received from the public and other sources to provide more operational time for direct operational personnel to focus on proactive activities, identifying real-time crime patterns or trends as well as providing crime prevention and victim support advice. (3b) There has been an identified need for a consistent corporate model for the Metropolitan and some regional Police Districts and this has been subject to a recent review. The proposed revised function of IMUs includes: Accurately recording all crime and incidents; Reducing demand on operation officers by fully investigating certain classes of crime through static investigation and referral to other areas for further action; Undertaking tactical assessments through monitoring real-time (IMS assisted) behavioural patterns to enhance resource deployment in iaison with OICs/Managers; and Liaising with the DISC, Tasking and Coordinating Group (TCG) and other District IMUs on tactical and strategic crime/incident trends and issues. The IMU concept is most effective in areas of demographic and geographic density such as the Metropolitan area, but has potential application in some regional areas. 4(a) DCAT is a program of major projects and the necessary supporting infrastructure to significantly improve police effectiveness and efficiency. The immediate outcomes will include: a significant increase in the quantum of police intelligence and the inter-linkage of intelligence components, greater accessibility to intelligence across the police service, better information exchange with other government agencies and the community of WA, increased capability of the speed camera infringement system, improved tactical use of informants, greater officer safety, provision of the required management information to measure and monitor agency performance and identify macro issues and trends, as well as significant efficiency gains through common integrated systems, automation of administration tasks, and streamlined business processes. In addition, the program will replace all legacy mainframe systems thereby mitigating both business and technical risk to WAPS as well as reducing ongoing costs. The key focus of the DCAT program is on supporting Intelligence Led Policing with the information, tools and processes needed to target crime and road safety, improve clearance rates, focus resource deployment, and respond to incidents in a safer and more informed manner. In essence DCAT is about smarter policing. The DCAT program will enable the release of more officer time to front-line policing duties by introducing better process support and providing timely and efficient access to quality information. The expected time savings will allow officers to devote more time to priority tasks with the benefit being absorbed across a number of key performance indicators including better response times and improved clearance rates. The Police Service advise FTE savings have been estimated to be in the vicinity of 300 officers. 4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
Operational hours reported in the Budget Statements exclude recruits in training and in conjunction with the Police Service’s efforts to allow officers to more readily take leave, the consequence is that operational hours in 2003/2004 will not fully recover to previous levels, which were inflated due to accelerated recruitment in advance of the Academy transition in 2001/2002. (1b) These statistics are not available (2) This information is operationally sensitive and is not available for release. (3a) An Incident Management Unit is a small unit comprising of 6 or more officers focussed on the provision of services within their respective areas to assist in the management and allocation of resources. The Incident Management Unit (IMUs) Model concept has been established within the six Metropolitan based Districts and four IMUs are currently operating in regional areas – Peel, South West, Goldfields Esperance and Midwest-Gascoyne Districts. IMUs seek to enhance resource management effectiveness and efficiency. The primary function was to manage calls received from the public and other sources to provide more operational time for direct operational personnel to focus on proactive activities, identifying real-time crime patterns or trends as well as providing crime prevention and victim support advice. (3b) There has been an identified need for a consistent corporate model for the Metropolitan and some regional Police Districts and this has been subject to a recent review. The proposed revised function of IMUs includes: Accurately recording all crime and incidents; Reducing demand on operation officers by fully investigating certain classes of crime through static investigation and referral to other areas for further action; Undertaking tactical assessments through monitoring real-time (IMS assisted) behavioural patterns to enhance resource deployment in iaison with OICs/Managers; and Liaising with the DISC, Tasking and Coordinating Group (TCG) and other District IMUs on tactical and strategic crime/incident trends and issues. The IMU concept is most effective in areas of demographic and geographic density such as the Metropolitan area, but has potential application in some regional areas. 4(a) DCAT is a program of major projects and the necessary supporting infrastructure to significantly improve police effectiveness and efficiency. The immediate outcomes will include: a significant increase in the quantum of police intelligence and the inter-linkage of intelligence components, greater accessibility to intelligence across the police service, better information exchange with other government agencies and the community of WA, increased capability of the speed camera infringement system, improved tactical use of informants, greater officer safety, provision of the required management information to measure and monitor agency performance and identify macro issues and trends, as well as significant efficiency gains through common integrated systems, automation of administration tasks, and streamlined business processes. In addition, the program will replace all legacy mainframe systems thereby mitigating both business and technical risk to WAPS as well as reducing ongoing costs. The key focus of the DCAT program is on supporting Intelligence Led Policing with the information, tools and processes needed to target crime and road safety, improve clearance rates, focus resource deployment, and respond to incidents in a safer and more informed manner. In essence DCAT is about smarter policing. The DCAT program will enable the release of more officer time to front-line policing duties by introducing better process support and providing timely and efficient access to quality information. The expected time savings will allow officers to devote more time to priority tasks with the benefit being absorbed across a number of key performance indicators including better response times and improved clearance rates. The Police Service advise FTE savings have been estimated to be in the vicinity of 300 officers. 4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
(1b) These statistics are not available (2) This information is operationally sensitive and is not available for release. (3a) An Incident Management Unit is a small unit comprising of 6 or more officers focussed on the provision of services within their respective areas to assist in the management and allocation of resources. The Incident Management Unit (IMUs) Model concept has been established within the six Metropolitan based Districts and four IMUs are currently operating in regional areas – Peel, South West, Goldfields Esperance and Midwest-Gascoyne Districts. IMUs seek to enhance resource management effectiveness and efficiency. The primary function was to manage calls received from the public and other sources to provide more operational time for direct operational personnel to focus on proactive activities, identifying real-time crime patterns or trends as well as providing crime prevention and victim support advice. (3b) There has been an identified need for a consistent corporate model for the Metropolitan and some regional Police Districts and this has been subject to a recent review. The proposed revised function of IMUs includes: Accurately recording all crime and incidents; Reducing demand on operation officers by fully investigating certain classes of crime through static investigation and referral to other areas for further action; Undertaking tactical assessments through monitoring real-time (IMS assisted) behavioural patterns to enhance resource deployment in iaison with OICs/Managers; and Liaising with the DISC, Tasking and Coordinating Group (TCG) and other District IMUs on tactical and strategic crime/incident trends and issues. The IMU concept is most effective in areas of demographic and geographic density such as the Metropolitan area, but has potential application in some regional areas. 4(a) DCAT is a program of major projects and the necessary supporting infrastructure to significantly improve police effectiveness and efficiency. The immediate outcomes will include: a significant increase in the quantum of police intelligence and the inter-linkage of intelligence components, greater accessibility to intelligence across the police service, better information exchange with other government agencies and the community of WA, increased capability of the speed camera infringement system, improved tactical use of informants, greater officer safety, provision of the required management information to measure and monitor agency performance and identify macro issues and trends, as well as significant efficiency gains through common integrated systems, automation of administration tasks, and streamlined business processes. In addition, the program will replace all legacy mainframe systems thereby mitigating both business and technical risk to WAPS as well as reducing ongoing costs. The key focus of the DCAT program is on supporting Intelligence Led Policing with the information, tools and processes needed to target crime and road safety, improve clearance rates, focus resource deployment, and respond to incidents in a safer and more informed manner. In essence DCAT is about smarter policing. The DCAT program will enable the release of more officer time to front-line policing duties by introducing better process support and providing timely and efficient access to quality information. The expected time savings will allow officers to devote more time to priority tasks with the benefit being absorbed across a number of key performance indicators including better response times and improved clearance rates. The Police Service advise FTE savings have been estimated to be in the vicinity of 300 officers. 4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
(2) This information is operationally sensitive and is not available for release. (3a) An Incident Management Unit is a small unit comprising of 6 or more officers focussed on the provision of services within their respective areas to assist in the management and allocation of resources. The Incident Management Unit (IMUs) Model concept has been established within the six Metropolitan based Districts and four IMUs are currently operating in regional areas – Peel, South West, Goldfields Esperance and Midwest-Gascoyne Districts. IMUs seek to enhance resource management effectiveness and efficiency. The primary function was to manage calls received from the public and other sources to provide more operational time for direct operational personnel to focus on proactive activities, identifying real-time crime patterns or trends as well as providing crime prevention and victim support advice. (3b) There has been an identified need for a consistent corporate model for the Metropolitan and some regional Police Districts and this has been subject to a recent review. The proposed revised function of IMUs includes: Accurately recording all crime and incidents; Reducing demand on operation officers by fully investigating certain classes of crime through static investigation and referral to other areas for further action; Undertaking tactical assessments through monitoring real-time (IMS assisted) behavioural patterns to enhance resource deployment in iaison with OICs/Managers; and Liaising with the DISC, Tasking and Coordinating Group (TCG) and other District IMUs on tactical and strategic crime/incident trends and issues. The IMU concept is most effective in areas of demographic and geographic density such as the Metropolitan area, but has potential application in some regional areas. 4(a) DCAT is a program of major projects and the necessary supporting infrastructure to significantly improve police effectiveness and efficiency. The immediate outcomes will include: a significant increase in the quantum of police intelligence and the inter-linkage of intelligence components, greater accessibility to intelligence across the police service, better information exchange with other government agencies and the community of WA, increased capability of the speed camera infringement system, improved tactical use of informants, greater officer safety, provision of the required management information to measure and monitor agency performance and identify macro issues and trends, as well as significant efficiency gains through common integrated systems, automation of administration tasks, and streamlined business processes. In addition, the program will replace all legacy mainframe systems thereby mitigating both business and technical risk to WAPS as well as reducing ongoing costs. The key focus of the DCAT program is on supporting Intelligence Led Policing with the information, tools and processes needed to target crime and road safety, improve clearance rates, focus resource deployment, and respond to incidents in a safer and more informed manner. In essence DCAT is about smarter policing. The DCAT program will enable the release of more officer time to front-line policing duties by introducing better process support and providing timely and efficient access to quality information. The expected time savings will allow officers to devote more time to priority tasks with the benefit being absorbed across a number of key performance indicators including better response times and improved clearance rates. The Police Service advise FTE savings have been estimated to be in the vicinity of 300 officers. 4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
(3a) An Incident Management Unit is a small unit comprising of 6 or more officers focussed on the provision of services within their respective areas to assist in the management and allocation of resources. The Incident Management Unit (IMUs) Model concept has been established within the six Metropolitan based Districts and four IMUs are currently operating in regional areas – Peel, South West, Goldfields Esperance and Midwest-Gascoyne Districts. IMUs seek to enhance resource management effectiveness and efficiency. The primary function was to manage calls received from the public and other sources to provide more operational time for direct operational personnel to focus on proactive activities, identifying real-time crime patterns or trends as well as providing crime prevention and victim support advice. (3b) There has been an identified need for a consistent corporate model for the Metropolitan and some regional Police Districts and this has been subject to a recent review. The proposed revised function of IMUs includes: Accurately recording all crime and incidents; Reducing demand on operation officers by fully investigating certain classes of crime through static investigation and referral to other areas for further action; Undertaking tactical assessments through monitoring real-time (IMS assisted) behavioural patterns to enhance resource deployment in iaison with OICs/Managers; and Liaising with the DISC, Tasking and Coordinating Group (TCG) and other District IMUs on tactical and strategic crime/incident trends and issues. The IMU concept is most effective in areas of demographic and geographic density such as the Metropolitan area, but has potential application in some regional areas. 4(a) DCAT is a program of major projects and the necessary supporting infrastructure to significantly improve police effectiveness and efficiency. The immediate outcomes will include: a significant increase in the quantum of police intelligence and the inter-linkage of intelligence components, greater accessibility to intelligence across the police service, better information exchange with other government agencies and the community of WA, increased capability of the speed camera infringement system, improved tactical use of informants, greater officer safety, provision of the required management information to measure and monitor agency performance and identify macro issues and trends, as well as significant efficiency gains through common integrated systems, automation of administration tasks, and streamlined business processes. In addition, the program will replace all legacy mainframe systems thereby mitigating both business and technical risk to WAPS as well as reducing ongoing costs. The key focus of the DCAT program is on supporting Intelligence Led Policing with the information, tools and processes needed to target crime and road safety, improve clearance rates, focus resource deployment, and respond to incidents in a safer and more informed manner. In essence DCAT is about smarter policing. The DCAT program will enable the release of more officer time to front-line policing duties by introducing better process support and providing timely and efficient access to quality information. The expected time savings will allow officers to devote more time to priority tasks with the benefit being absorbed across a number of key performance indicators including better response times and improved clearance rates. The Police Service advise FTE savings have been estimated to be in the vicinity of 300 officers. 4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
The Incident Management Unit (IMUs) Model concept has been established within the six Metropolitan based Districts and four IMUs are currently operating in regional areas – Peel, South West, Goldfields Esperance and Midwest-Gascoyne Districts. IMUs seek to enhance resource management effectiveness and efficiency. The primary function was to manage calls received from the public and other sources to provide more operational time for direct operational personnel to focus on proactive activities, identifying real-time crime patterns or trends as well as providing crime prevention and victim support advice. (3b) There has been an identified need for a consistent corporate model for the Metropolitan and some regional Police Districts and this has been subject to a recent review. The proposed revised function of IMUs includes: Accurately recording all crime and incidents; Reducing demand on operation officers by fully investigating certain classes of crime through static investigation and referral to other areas for further action; Undertaking tactical assessments through monitoring real-time (IMS assisted) behavioural patterns to enhance resource deployment in iaison with OICs/Managers; and Liaising with the DISC, Tasking and Coordinating Group (TCG) and other District IMUs on tactical and strategic crime/incident trends and issues. The IMU concept is most effective in areas of demographic and geographic density such as the Metropolitan area, but has potential application in some regional areas. 4(a) DCAT is a program of major projects and the necessary supporting infrastructure to significantly improve police effectiveness and efficiency. The immediate outcomes will include: a significant increase in the quantum of police intelligence and the inter-linkage of intelligence components, greater accessibility to intelligence across the police service, better information exchange with other government agencies and the community of WA, increased capability of the speed camera infringement system, improved tactical use of informants, greater officer safety, provision of the required management information to measure and monitor agency performance and identify macro issues and trends, as well as significant efficiency gains through common integrated systems, automation of administration tasks, and streamlined business processes. In addition, the program will replace all legacy mainframe systems thereby mitigating both business and technical risk to WAPS as well as reducing ongoing costs. The key focus of the DCAT program is on supporting Intelligence Led Policing with the information, tools and processes needed to target crime and road safety, improve clearance rates, focus resource deployment, and respond to incidents in a safer and more informed manner. In essence DCAT is about smarter policing. The DCAT program will enable the release of more officer time to front-line policing duties by introducing better process support and providing timely and efficient access to quality information. The expected time savings will allow officers to devote more time to priority tasks with the benefit being absorbed across a number of key performance indicators including better response times and improved clearance rates. The Police Service advise FTE savings have been estimated to be in the vicinity of 300 officers. 4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
IMUs seek to enhance resource management effectiveness and efficiency. The primary function was to manage calls received from the public and other sources to provide more operational time for direct operational personnel to focus on proactive activities, identifying real-time crime patterns or trends as well as providing crime prevention and victim support advice. (3b) There has been an identified need for a consistent corporate model for the Metropolitan and some regional Police Districts and this has been subject to a recent review. The proposed revised function of IMUs includes: Accurately recording all crime and incidents; Reducing demand on operation officers by fully investigating certain classes of crime through static investigation and referral to other areas for further action; Undertaking tactical assessments through monitoring real-time (IMS assisted) behavioural patterns to enhance resource deployment in iaison with OICs/Managers; and Liaising with the DISC, Tasking and Coordinating Group (TCG) and other District IMUs on tactical and strategic crime/incident trends and issues. The IMU concept is most effective in areas of demographic and geographic density such as the Metropolitan area, but has potential application in some regional areas. 4(a) DCAT is a program of major projects and the necessary supporting infrastructure to significantly improve police effectiveness and efficiency. The immediate outcomes will include: a significant increase in the quantum of police intelligence and the inter-linkage of intelligence components, greater accessibility to intelligence across the police service, better information exchange with other government agencies and the community of WA, increased capability of the speed camera infringement system, improved tactical use of informants, greater officer safety, provision of the required management information to measure and monitor agency performance and identify macro issues and trends, as well as significant efficiency gains through common integrated systems, automation of administration tasks, and streamlined business processes. In addition, the program will replace all legacy mainframe systems thereby mitigating both business and technical risk to WAPS as well as reducing ongoing costs. The key focus of the DCAT program is on supporting Intelligence Led Policing with the information, tools and processes needed to target crime and road safety, improve clearance rates, focus resource deployment, and respond to incidents in a safer and more informed manner. In essence DCAT is about smarter policing. The DCAT program will enable the release of more officer time to front-line policing duties by introducing better process support and providing timely and efficient access to quality information. The expected time savings will allow officers to devote more time to priority tasks with the benefit being absorbed across a number of key performance indicators including better response times and improved clearance rates. The Police Service advise FTE savings have been estimated to be in the vicinity of 300 officers. 4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
(3b) There has been an identified need for a consistent corporate model for the Metropolitan and some regional Police Districts and this has been subject to a recent review. The proposed revised function of IMUs includes: Accurately recording all crime and incidents; Reducing demand on operation officers by fully investigating certain classes of crime through static investigation and referral to other areas for further action; Undertaking tactical assessments through monitoring real-time (IMS assisted) behavioural patterns to enhance resource deployment in iaison with OICs/Managers; and Liaising with the DISC, Tasking and Coordinating Group (TCG) and other District IMUs on tactical and strategic crime/incident trends and issues. The IMU concept is most effective in areas of demographic and geographic density such as the Metropolitan area, but has potential application in some regional areas. 4(a) DCAT is a program of major projects and the necessary supporting infrastructure to significantly improve police effectiveness and efficiency. The immediate outcomes will include: a significant increase in the quantum of police intelligence and the inter-linkage of intelligence components, greater accessibility to intelligence across the police service, better information exchange with other government agencies and the community of WA, increased capability of the speed camera infringement system, improved tactical use of informants, greater officer safety, provision of the required management information to measure and monitor agency performance and identify macro issues and trends, as well as significant efficiency gains through common integrated systems, automation of administration tasks, and streamlined business processes. In addition, the program will replace all legacy mainframe systems thereby mitigating both business and technical risk to WAPS as well as reducing ongoing costs. The key focus of the DCAT program is on supporting Intelligence Led Policing with the information, tools and processes needed to target crime and road safety, improve clearance rates, focus resource deployment, and respond to incidents in a safer and more informed manner. In essence DCAT is about smarter policing. The DCAT program will enable the release of more officer time to front-line policing duties by introducing better process support and providing timely and efficient access to quality information. The expected time savings will allow officers to devote more time to priority tasks with the benefit being absorbed across a number of key performance indicators including better response times and improved clearance rates. The Police Service advise FTE savings have been estimated to be in the vicinity of 300 officers. 4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
4(a) DCAT is a program of major projects and the necessary supporting infrastructure to significantly improve police effectiveness and efficiency. The immediate outcomes will include: a significant increase in the quantum of police intelligence and the inter-linkage of intelligence components, greater accessibility to intelligence across the police service, better information exchange with other government agencies and the community of WA, increased capability of the speed camera infringement system, improved tactical use of informants, greater officer safety, provision of the required management information to measure and monitor agency performance and identify macro issues and trends, as well as significant efficiency gains through common integrated systems, automation of administration tasks, and streamlined business processes. In addition, the program will replace all legacy mainframe systems thereby mitigating both business and technical risk to WAPS as well as reducing ongoing costs. The key focus of the DCAT program is on supporting Intelligence Led Policing with the information, tools and processes needed to target crime and road safety, improve clearance rates, focus resource deployment, and respond to incidents in a safer and more informed manner. In essence DCAT is about smarter policing. The DCAT program will enable the release of more officer time to front-line policing duties by introducing better process support and providing timely and efficient access to quality information. The expected time savings will allow officers to devote more time to priority tasks with the benefit being absorbed across a number of key performance indicators including better response times and improved clearance rates. The Police Service advise FTE savings have been estimated to be in the vicinity of 300 officers. 4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
The key focus of the DCAT program is on supporting Intelligence Led Policing with the information, tools and processes needed to target crime and road safety, improve clearance rates, focus resource deployment, and respond to incidents in a safer and more informed manner. In essence DCAT is about smarter policing. The DCAT program will enable the release of more officer time to front-line policing duties by introducing better process support and providing timely and efficient access to quality information. The expected time savings will allow officers to devote more time to priority tasks with the benefit being absorbed across a number of key performance indicators including better response times and improved clearance rates. The Police Service advise FTE savings have been estimated to be in the vicinity of 300 officers. 4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
The DCAT program will enable the release of more officer time to front-line policing duties by introducing better process support and providing timely and efficient access to quality information. The expected time savings will allow officers to devote more time to priority tasks with the benefit being absorbed across a number of key performance indicators including better response times and improved clearance rates. The Police Service advise FTE savings have been estimated to be in the vicinity of 300 officers. 4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
4b) Regional officers will enjoy the same benefits as outlined in response to question 4a). Further, DCAT technology is already providing benefits to regional and remote policing by providing them with access to the same tools, technology and information sources as their metropolitan colleagues. (5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
(5a) The commitment of an extra 250 police officers and 40 Aboriginal Police Liaison Officers is over and above the attrition rate. (5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
(5b) The approved and actual strength in FTE terms as at 30 June for the years 2000, 2001, 2002, and 2003 is as follows. In 2000 the approved strength was 4,698 FTE and the actual strength was 4,709 FTE. In 2001, the approved strength was 4698 FTEs however the actual strength at the 30th June was 4,811 FTE which included an increase of 50 FTEs to deliver the first 50 extra police officers of the Government’s commitment to provide an extra 250 police officers over four years. To ameliorate the Academy transition, which necessitated the deferral of recruitment for seven months from June 2001 to February 2002, there was additional actual recruitment in 2001/2002. In 2002 the approved strength was 4,798 FTE and the actual strength was 4,792 FTE, and in 2003 the approved strength was 4,813 FTE and the actual strength was 4,845 FTE. (5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
(5c) At the end of this term of Government the net increase in Police Officer FTEs and APLO FTEs will be an additional 250 FTEs and 40 FTEs respectively. (5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
(5d) As at 30 June 2003 there were 1,397 Police Officers, APLOs and Unsworn staff located in the Southern and North-Eastern Regions, of which 1297 were police officers and APLOs. The Police Service’s FTEs for Sworn and Unsworn staff in the Southern and North-Eastern Regions was 1,466 FTE.
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