The WA Police priority is Frontline 2020: a comprehensive reform program that will identify opportunities to operate leaner, reduce demand and maximise the efficient and effective use of

resources to focus on local policing. The 2014-2017 WA Police Workforce Plan supports Frontline 2020 through the themes of Workforce Reform; Attraction and Diversity; and Engagement,

Development and Leadership; which will facilitate the implementation of workforce change arising from reform and assist in optimising the capacity of our workforce.

The Plan also considers the requirements of the Western Australian Public Sector Commission’s Strategic Directions for the Public Sector Workforce 2009-2014 and is aligned to the Australian

and New Zealand Policing Advisory Agency (ANZPAA) Directions in Australia New Zealand Policing 2012-2015, specifically in regard to Direction 1: Communities and Direction 4: Resources.

Attraction and DiversityEnhanced appeal of the agency as an employer, improved suitability of applicants and enriched diversity across the workforce to represent the

community we serve

2014 - 2017 WA Police Workforce Plan

Engagement, Development and LeadershipAn environment that values, supports and enhances our workforce

and leadership capabilities

Workforce ReformRe-aligned structures, positions, processes and policies to meet

service provision priorities

Focus Areas1.1 Organisational Structure1.2 Redeployment Practices1.3 Workforce Optimisation

Focus Areas2.1 Attraction, Recruitment and Deployment2.2 Diversity

Focus Areas3.1 Leadership and Development 3.2 Performance Management 3.3 Employee Perspectives 3.4 Occupational Safety, Health and Wellness

1.1 Organisational Structure

Workforce composition and resourcing reflects reform outcomes

1.1.1 Implementation of SDRM outcomes with respect to structural and position changes.

1.1.2 Roll out of the Frontline 2020 Operating Model across the Metropolitan Region, including development and implementation of the HR Plan.

1.1.3 Detailed design and implementation of the Corporate Services Model.

Updated organisational charts and position descriptions.

Fully implemented Frontline 2020 Operating Model HR Plan across the Metropolitan Region.

Fully implemented Corporate Services Model HR Plan.

Business unit structures and position descriptions reflect the new agency service delivery requirements determined within SDRM.

HR policies, processes and practices support implementation of the Frontline 2020 Operating Model and the Corporate Services Model.

1.2 Redeployment Practices

Redeployment practices support implementation of changes arising out of reform

1.2.1 Review and update of redeployment management practices.

1.2.2 Redeployment of staff affected by reform.

1.2.3 Provision of information and support to manage change arising out of reform implementation.

Updated redeployment management documentation.

Structured change management support and information sources.

Effective and efficient redeployment management practices that support implementation of new organisational structures.

Appropriate change management processes and support provided to business units undergoing change.

1.3 Workforce Optimisation

Officer availability is maximised to support effective and efficient delivery of core policing services

1.3.1 Coordination of the Workforce Optimisation Project which is to include the investigation and review of workforce issues to inform recommendations in regard to the following themes:

· Officer availability and deployability· Remuneration and conditions· Workforce management practices· Industrial relations frameworks.

1.3.2 Implementation of approved recommendations from the Workforce Optimisation Report.

1.3.3 Identification and development of regular reporting mechanisms relating to workforce capacity and availability.

Workforce Optimisation Report.

Workforce management framework including, policies, processes and practices.

Workforce data reporting processes and products.

Regular Workforce Committee and other reporting of relevant workforce data.

The Workforce Optimisation Report reflects a comprehensive overview of issues that impact on workforce optimisation and recommendations that when implemented will maximise officer availability and have a positive impact on effective and efficient service delivery.

Relevant recommendations from the Workforce Optimisation Report endorsed and implemented.

A flexible, appropriate and agile workforce management framework that supports Frontline 2020.

Effective and appropriate HR data capture, analysis and reporting informs workforce planning and management.

Workforce ReformRe-aligned structures, positions, processes and policies to meet service provision priorities

2014 - 2017 WA Police Workforce Plan

Focus Areas Actions Deliverables Outcomes

2.1 Attraction, Recruitment and Deployment

Adequate number and quality of employees to support service delivery

2.1.1 Tracking and forecasting of police officer, police auxiliary officer and cadet recruitment and training to address attrition and required growth.

2.1.2 Determination of the future workforce needs to inform any subsequent additional FTE/growth programs.

2.1.3 Management and reporting of police officer, police auxiliary officer, cadet and police staff FTE.

2.1.4 Management, reporting and implementation of attraction focused advertising and marketing activities.

2.1.5 Recruitment of police officers including from relevant international markets.

2.1.6 Evaluation of the new police officer recruitment process and adaptation as required.

2.1.7 Simplification of the police auxiliary officer recruitment process.

2.1.8 Continual improvement of the police staff recruitment process.

2.1.9 Centralisation of the police officer deployment process.

Police officer, police auxiliary officer and cadet Recruitment and Training Plans.

‘Future Workforce’ Plan.

Attraction focused advertising and marketing activities including coordination of the Step Forward website, attendance at attraction events and international recruitment.

Evaluation Report detailing the outcomes of the new police officer recruitment process and making recommendations for further refinements.

Simplified police auxiliary officer recruitment process.

Updated police officer deployment documentation.

Streamlined police staff recruitment and selection processes.

Delivery of the 2009-2014 State Government 500 Additional Numbers Program by 30 June 2014.

Delivery of the 2014-2017 State Government 550 Additional Numbers Program by 30 June 2017.

Agency determination of future workforce composition needs informs State Government additional numbers programs.

Advertising and marketing activities inform potential applicants about a career with WA Police.

Streamlined, flexible and effective attraction and recruitment policies, processes and practices that contribute to an appropriate number and quality of applications being received.

Police officer deployment practices that meet agency needs.

2.2 Diversity

A workforce reflective of the diversity of the community we serve

2.2.1 Application of the Substantive Equality Framework in regard to attraction, recruitment and employment policies and practices.

2.2.2 Review and adaptation of recruitment advertising to reflect diversity.

2.2.3 Review of current and development of a new Women in Leadership Strategy.

2.2.4 Agency participation in the Public Sector Commission Aboriginal Traineeship Program.

2.2.5 Continued provision of alternate employment pathways and development opportunities for Indigenous and Culturally and Linguistically Diverse applicants and employees.

2.2.6 Provision of equal employment opportunities for applicants and employees with disabilities.

Diversity focused attraction, recruitment and employment materials, policies and practices.

A Women in Leadership Strategy.

Growth of the Police Cadet Program.

Public Sector Commission Aboriginal Traineeship Program participants within WA Police.

Indigenous and Culturally and Linguistically Diverse police officer applicant files tracked and managed.

Implementation and evaluation of the Aboriginal Community Officer positions.

Attraction, recruitment and employment policies and practices aligned with the Substantive Equality Framework.

Contemporary recruitment advertising materials and practices inclusive of diversity groups.

Enhanced employment/career progression opportunities for diversity groups.

2014 - 2017 WA Police Workforce Plan

Attraction and DiversityEnhanced appeal of the agency as an employer, improved suitability of applicants and enriched diversity across the workforce to represent the community we serve

Focus Areas Actions Deliverables Outcomes

3.1 Leadership and Development

High quality supervisory, management and leadership skill development

3.1.1 Development and implementation of a Learning and Development Strategic Plan.

3.1.2 Identification, development and coordination of professional and academic development programs to support supervisory, management and leadership skills.

3.1.3 Development of human resource management components within relevant modules of leadership development courses for existing, new and emerging leaders.

3.1.4 Development and implementation of a Graduate Development Program.

Learning and Development Strategic Plan endorsed and implemented.

Training needs analysis and determination of minimum police officer training requirements.

Implementation of alternate delivery/on-the-job training in relevant courses to replace face-to-face delivery.

Graduate Development Program.

Professional and academic development programs align with Frontline 2020, the Australia and New Zealand Police Professionalisation Strategy 2013-2018, the WA Police Capability Framework and other relevant standards.

Professional and academic development programs foster high quality supervisory, management and leadership skills and maximise on-the-job training opportunities.

Accessible and relevant compulsory and non-compulsory training and development.

3.2 Performance Management

Redeployment practices support implementation of changes arising out of reform

3.2.1 Launch of the new Performance Management Framework.

3.2.2 Ongoing communication to support implementation of the Performance Management Framework.

3.2.3 Ongoing evaluation and improvement of the Performance Management Framework.

Performance Management Framework launch 1 September 2014.

A comprehensive communication suite for the launch and ongoing application of the Performance Management Framework, including how it relates to the WA Police Capability Framework.

Improvements made to the Performance Management Framework as required.

Abridged capability profiles for non-commissioned officers.

A streamlined, agile and fit for purpose Performance Management Framework.

Linked supervision, performance feedback and substandard performance management processes.

Effective management of performance issues.

Effective use of the Capability Framework to assess and manage performance.

3.3 Employee Perspectives

Employee contribution to decision making

3.3.1 Development and implementation of a systematic approach to capturing, analysing and applying employee perspectives.

3.3.2 Provision of a range of opportunities for employees to contribute to corporate decision making.

Employee Perspectives Survey implemented in 2014/15.

Agency, Portfolio and District/Divisional reporting of Employee Perspective Survey findings.

Employee perspectives inform the development and monitoring of workforce planning and change initiatives.

Employees contribute to corporate decision making.

3.4 Occupational Safety, Health and Wellness

High quality safety, health and wellness programs

3.4.1 Continual monitoring and review of safety management processes.

3.4.2 Provision of workplace health and wellness facilities and programs.

New and updated occupational safety, health and wellness processes identified and implemented as required.

A range of health and wellness facilities and programs.

Relevant and effective safety management processes and systems aligned to national Occupational Health and Safety Standards.

Health and wellness programs contribute to workforce health.

Engagement, Development and LeadershipAn environment that values, supports and enhances our workforce and leadership capabilities

2014 - 2017 WA Police Workforce Plan

Focus Areas Actions Deliverables Outcomes