WAPU Police News December 2021

DECEMBER 2021

Mental health first aider Glenn Mitchell addressed delegates at our 85th Annual Conference

Too many for too long Over the past 20 years, the rate of suicide among serving Australian police officers has more than doubled

Trial of the century Hear from Member Z’s legal team following his acquittal

THE MAGAZINE FOR THE

WA

POLICE UNION

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DEC 2021

POLICE NEWS THE MAGAZINE FOR THE WA POLICE UNION

CONTENTS

10

Meet our new directors Get to know our Board’s seven new faces.

14

Too many for too long Over the past 20 years, the rate of suicide among serving Australian police officers has more than doubled.

17

Trial of the century Hear from Member Z’s legal team following his acquittal.

4 POLICE NEWS DECEMBER 2021

19

85th Annual Conference A full wrap of this year’s event.

06 WAPU DIRECTORS AND STAFF 08 P RESIDENT’S REPORT 27 F IELD REPORT

22

Annual Conference Dinner A photo gallery from the night.

24

Light It Up Blue Remembering our fallen police officers.

28 ANNUAL CONFERENCE MOTIONS 65 LEGAL 66 H EALTH 67 MOTORING 68 N EW MEMBERS 70 R ETIREMENTS, RESIGNATIONS AND VALE

WA

POLICE UNION

639 Murray Street West Perth WA 6005 P (08) 9321 2155 E admin@wapu.org.au OFFICE HOURS Monday-Friday 7am-4pm AFTER HOURS EMERGENCY DIRECTOR 0438 080 930 www.wapu.org.au Follow us facebook.com/WAPoliceUnion Twitter @WAPoliceUnion Instagram instagram.com/wapoliceunion PUBLISHED BY WA Police Union 639 Murray Street West Perth WA 6005 (08) 9321 2155 ADVERTISING WA Police Union (08) 9321 2155 DISCLAIMER WAPU (“Publisher”) advises that the contents of this publication are the sole discretion of the WA Police Union and the magazine is offered for information purposes only. The publication has been formulated in good faith and the Publisher believes its contents to be accurate, however, the contents do not amount to a recommendation (either expressly or by implication) and should not be relied upon in lieu of specific professional advice. The Publisher disclaims all responsibility for any loss or damage which may be incurred by any reader relying upon the information contained in the publication whether that loss or damage is caused by any fault or negligence on the part of the Publishers, its Directors or employees.

COPYRIGHT All materials in this publication are subject to copyright and written authorisation from WAPU is required prior to reproduction in any form.

ADVERTISING Advertisements in this journal are solicited from organisations and businesses on the understanding that no special considerations other than those normally accepted in respect of commercial dealings, will be given to the advertiser. All advertising is undertaken in good faith and WAPU takes no responsibility for information contained in advertisements.

COVER Broadcaster and mental health advocate Glenn Mitchell shared his story at our 85th Annual Conference.

ABOVE Light It Up Blue.

Photos: Jody D'Arcy.

POLICE NEWS DECEMBER 2021

WA

POLICE UNION

Board of Directors 24/7 EMERGENCY DIRECTOR

MICK KELLY President 0438 080 930

PAUL GALE Senior Vice President 0403 314 426

DAVE FLAHERTY Vice President 0436 856 085

MARTIN VOYEZ Treasurer 0438 992 374

WARD ADAMSON Director 0457 603 311

BRAD BIRD Director 0427 743 889

ANNTOINETTE CASHMORE Director 0436 861 370

CHRISTINE FREY Director 0428 688 747

Staff

PAUL HUNT Secretary 6 POLICE NEWS DECEMBER 2021

CHRIS VITLER Finance Manager

MARK WORWOOD External Media Communications Manager

JESSICA CUTHBERT Media Officer

CLAUDIA FUENTES BELTRAN Industrial Officer

MARK SHIPMAN Industrial Lawyer

MATTHEW PAYNE Research Officer

BOARD OF DIRECTORS & STAFF

LINDSAY GARRATT Director 0437 158 723

AARON HONEY Director 0436 860 490

KEVIN MCDONALD Field Officer

MARK JOHNSON Director 0488 352 525

GARY KEENAN Field Officer

GARY LEWIS Director 0434 328 417

BRAD SINCLAIR Finance Officer

GRAEME MACEY Director 0436 946 699

TARRYN SMITH Finance Officer

TODD ROBINSON Director 0433 567 519

SCOTT SULLEY Director 0437 829 145

PENNY BROWN KAREN MANN Member Administration Services Officer Officer

BRANCH PRESIDENTS Academy Tiffany McAlinden Air Wing John Gobbels Armadale Gosnells Paul Burke Avon Dave Flaherty Bunbury Australind Gareth Reed Causeway Matt Turner Central Great Thomas Briscoe Southern Central Midlands Jake Hendry Central West Coast Jaime Forbes Commissioned Kim Travers Officers East Kimberley Sasa Dzaferovic

(Secretary) Eastern Goldfields Fergus MacKinnon Eastern Wheatbelt Ben Reid Financial Crimes Peter Birch Fortescue Emily Gilbert Fremantle Rosie McKee Gascoyne Chris Fox Geraldton John Cranley Great Southern Chris Bell Intelligence Rob Witt Operations Joondalup Ben Giff Leeuwin Naturaliste Bryn Papalia Licensing Kim Briggs Enforcement Major Crime Greg Hart Mandurah Harry Russell Maylands Complex Scott Sulley Midland Mike Pearce Midland Workshops Jeanette Maddison Mirrabooka Todd Robinson Multi Functional Martin Glynn Police Facility MFPF Murchison Max Walker North Eastern Carl Logan Goldfields North Pilbara Alex Kay Northern ROG Sam Brocklesby PAO Property Lisa Little Perth Christine Frey Perth Watch House Kate Valentine Professional Jason Filgate Standards Prosecuting Sharon Cumbers Rockingham Kwinana Andy Allison Serious & Jennie Jannings Organised Crime Sex Crimes Cliff Daurat South East Eyre Aaron Honey State Traffic Matt Hudson Operations Traffic Enforcement Lance Munckton Group North Traffic Enforcement Shane Wheeler Group South Upper Great Mick Williams Southern Water Police Adam McGregor West Kimberley Michael Sedgman West Pilbara Dejan Pavlovic

7 POLICE NEWS DECEMBER 2021

MICK KELLY President

Campaign for right to disconnect as police suicides spike MOST CONFERENCES HAVE A THEME, AND OUR 85TH ANNUAL CONFERENCE WAS NO DIFFERENT. Mental health is an undiagnosed medical epidemic in Australia, and few occupations are more at risk than ours.

The WA Police Force’s work-life balance is uneven.

The WA Police Force’s alwayson-duty culture is unhealthy. And the WA Police Force’s position on the right to disconnect is unsustainable.

8

Recently, our Research Officer, Matthew Payne, completed his exhaustive study into police officer suicides in Australia.

The data in Mr Payne’s paper is compelling and confronting in equal measure, and there’s a feature article about the taboo topic of police officer suicide in this magazine. Consider these shocking statistics. Over the past 20 years, the rate of suicide among serving Australian police officers has more than doubled. At the turn of the century, serving Australian police officers were three times more likely to die in the line of duty than by their own hand. Today, the opposite is true.

That’s why mental health was the theme of our conference, and why we’re campaigning for the WA Police Force to introduce a right to disconnect like the one officers in Victoria have had for two years.

Care is one of the WA Police Force’s four core values. Act with care. Recognise your impact on others. The WA Police Force bills care as being every bit as important as duty, integrity and teamwork, but its actions – or, more accurately, its inactions – on the matter of the right to disconnect speak louder than its strategic plan’s words.

Technology has extended the working day far beyond when police officers are paid for their time. Thirty years ago, mobiles were rare, and people sent letters, not emails.

Back then, we dreamed about having the capability to make instantaneous connections. That dream has become a modern-day nightmare.

The WA Police Force’s work-life balance is uneven. The WA Police Force’s always-on-duty culture is unhealthy. And the WA Police Force’s position on the right to disconnect is unsustainable.

The Honourable Mark McGowan MLA is a man of his word. Five years ago, the then Opposition Leader told our 80th Annual Conference he’d implement a police compensation scheme if he attained our state’s highest office.

Twelve months ago, the now Premier kept his promise, announcing his government would legislate something for which we’ve been lobbying since the 1980s. Today, the Police Amendment (Compensation Scheme) Bill 2021 is working its way through WA’s parliament, and it’ll be on the statute books shortly.

It was a privilege to sit in the Legislative Assembly’s gallery when the Honourable Paul Papalia CSC MLA introduced the bill into the lower house. It was a pleasure to see Minister Papalia’s predecessor in the police portfolio, the Honourable Michelle Roberts MLA, managing the Legislative Assembly’s business in her new role as Speaker. It was a pivotal moment for the health and safety of our members.

The scheme, coupled with the McGowan Government’s changes to the medical retirement process, will give financial and educational support to police officers who are injured in the line of duty and consequently are unable to continue serving our community.

For decades, WA governments of all stripes were accessories to the crime of medically retired police officers being thrown on the scrap heap and left to fend for themselves. Soon, thanks to the McGowan Government, our medically retired members will be able to not only end their service with dignity and an exit payment but also a lump sum for retraining and support. We commend the McGowan Government, particularly the Premier and Ministers for Police, both past and present, for recognising the plight of our members, acting with compassion and righting the wrongs of years of neglect.

PRESIDENT'S REPORT

There was a time for austerity measures, but that time has passed. WA’s economy is booming, Mr McGowan’s first budget as Treasurer posted a $5.6 billion surplus and next year’s $2.8 billion budget forecast would make it the secondlargest surplus in our state’s history.

However, what neither the McGowan Government nor the WA Police Force has delivered is adequate recognition for the policing our members have performed since COVID-19 reached our shores in the first quarter of 2020. That WA is one of the safest places to live in spite of coronavirus is largely down to our members, not only those police officers seconded to Operation TIDE but also their colleagues who are covering their absences from regular duties.

All the plans, policies and procedures in the world are useless without people to implement them. Our members are the people doing the hard yards – 24 hours a day, seven days a week – keeping everyone from parliamentarians to the populace safe.

Last year, Queensland’s Palaszczuk Government awarded a one-off $1,250 payment and an extra two weeks of leave to their state’s police officers, recognising them for going above and beyond during the pandemic. Our plea to the McGowan Government and the WA Police Force for them to recognise our members with a similar cash bonus and more days off fell on deaf ears. They’ve thanked our members for their tremendous work – from finding Cleo Smith to solving the murder of Nick Martin – since they came into power. But talk is cheap, and words are plentiful. It’s deeds that are precious.

There was a time for austerity measures, but that time has passed. WA’s economy is booming, Mr McGowan’s first budget as Treasurer posted a $5.6 billion surplus and next year’s $2.8 billion budget forecast would make it the second-largest surplus in our state’s history. To paraphrase one of the heroes of the Labor movement, the late Gough Whitlam, it’s time for the McGowan Government and the WA Police Force to remunerate our members better. With the McGowan Government’s wages policy review under way and the path clear for us to negotiate a new industrial agreement with the WA Police Force, it’s time for them to right some more wrongs.

Sticking with the subject of money, our finances are in superb shape thanks to our reported $1.2 million surplus, which follows on from the $1.9 million surplus we posted 12 months ago. The healthy state of our bank balance enables us to provide our members with the best possible legal representation when they need it, which is often when they’re experiencing the darkest days of their lives.

Strength in unity is our motto. Seldom has our unity been more evident than during the case of Member Z, the first serving WA police officer charged with murder in almost a century. We were by Member Z’s side when he was charged. We were by Member Z’s side when he was acquitted. And we were by Member Z’s side when he met Chris Dawson APM, Commissioner of Police, to discuss his future with the agency. There’s a behind-the-scenes story about Member Z’s trial elsewhere in this edition of Police News.

As Commissioner Dawson said after the trial, there were no winners out of what happened in that Geraldton street in September 2019.

9

Meet our new direc The rising of our 85th Annual Conference marked the beginning of the new term for our Board of Directors.

In addition to changes to our Executive, our Board features seven incoming directors.

To get to know our new directors, Police News sat down with each of them to discuss their union activities and goals for the immediate future.

Sergeant Dave Flaherty (Vice President) WHAT’S BEEN YOUR INVOLVEMENT WITH WAPU? I first took up a WAPU role as a reluctant junior constable in 1994 when I was told I’d been appointed the new Secretary of the Joondalup Branch. I knew nothing of the role or what WAPU did, but by attending the meetings, I quickly saw how I, as a junior constable just out of probation, could have a voice, and I could be heard. I learned how I was able to have input into improving my working conditions and thought it was a great movement in which to be involved. In 1996, I transferred to Laver ton and stepped into the vacant President’s position, attending my first WAPU Annual Conference later that year. Having attended this conference and subsequent WAPU events, I knew I wanted to take up a bigger part in a group whose focus was to care for its members and improve their working conditions. I have constantly held a branch official’s position since this time, and here I am today.

WHY DID YOU WANT TO BECOME A DIRECTOR? WAPU have gone through considerable internal turmoil in recent times. Through my own observations and the comments from members, change is needed.

A change in the way the union operates and the results it achieves.

I recognise the value of a highfunctioning union, and I’m willing to be a driver of the changes needed for the benefit of our members.

10 POLICE NEWS DECEMBER 2021

WHAT DO YOU HOPE TO ACHIEVE IN YOUR FIRST TERM? I want to drive change in WAPU’s culture and get back to what we’ve done so well over many years, which is build strength in unity and improve the working conditions of our members. I’ll be looking to embrace technology to improve our communications from our directors to branch officials and subsequently to our members. While there are currently some inhibitors for this, moves are already under way to make the information flow easier.

I’ll be ensuring members’ money is used wisely for the benefit of our members.

WHAT’S SOMETHING WE DON’T KNOW ABOUT YOU? Since being very young, I’ve always had three personal wants – a want to be a police officer, a want to see Melbourne win an Australian Football League premiership and a want to see Earth from a window of a spacecraft. While there’s an emerging commercial space travel industry, I don’t see myself ever paying the prices being quoted, so I may just have to live with two out of three.

“… I’m willing to be a driver of the changes needed for the benefit of our members.”

ectors

Senior Constable Todd Robinson WHAT’S BEEN YOUR INVOLVEMENT WITH WAPU?

Inspector Martin Voyez (Treasurer)

WHAT’S BEEN YOUR INVOLVEMENT WITH WAPU? I’m in my third term as the Vice President of the Commissioned Officers Branch.

WHY DID YOU WANT TO BECOME A DIRECTOR? To effectively influence our policing strategy on behalf of our members by ensuring the membership is well-informed with accurate, timely and in-depth information about key developments in policing.

Our members need to understand the real and potential impact of new and proposed measures in order to give their informed views on them.

WHAT DO YOU HOPE TO ACHIEVE IN YOUR FIRST TERM? As a director, I can achieve the right balance between informing and following the views of our members.

This balance, I believe, is absolutely crucial to our legitimacy in the eyes of those whom we represent as well as those whom we wish to influence over the future of policing.

I’ve been involved since 2001 when I took up a branch official role in Kalgoorlie. From 2005 to 2007, I was the Vice President and then the President of the Rail Unit Branch. I resigned from the WA Police Force in 2008, rejoining in 2017. Since 2018, I’ve been the Vice President and then the President of the Mirrabooka Branch.

“I want to … drive a positive relationship between our membership and our Board …”

WHY DID YOU WANT TO BECOME A DIRECTOR? I want to be more influential in WAPU’s decision-making process and drive a positive relationship between our membership and our Board, which I believe has been missing over the past few years.

WHAT DO YOU HOPE TO ACHIEVE IN YOUR FIRST TERM? I want to improve the connection between WAPU and our membership.

I also want to attempt to get new people involved and take a bigger interest in WAPU.

WHAT’S SOMETHING WE DON’T KNOW ABOUT YOU? That’s a secret, hence why you don’t know! ▷

WHAT’S SOMETHING WE DON’T KNOW ABOUT YOU? My son is a detective in the NSW Police Force’s Child Abuse Investigation Squad.

“Our members need to understand the real and potential impact of new and proposed measures in order to give their informed views on them.”

11 POLICE NEWS DECEMBER 2021

Inspector Gary Lewis WHAT’S BEEN YOUR INVOLVEMENT WITH WAPU? I’ve been a WAPU member since my first day at the academy just a couple of years back. Well, 36 years back, in fact. Over the years, I’ve held the occasional branch position.

However, as an officer in charge, I’ve always been mindful the union is the mechanism that keeps my officerin-charge tenure honest and fair,

so I tended to be involved from the outer, either through recommending motions for matters I could see would benefit members or by removing myself during meetings to ensure the elected officials could receive necessary feedback, which then could be fed back to me for my growth.

WHY DID YOU WANT TO BECOME A DIRECTOR? I nominated to be a director since I was concerned about the high level of secrecy that appeared to have descended upon the WAPU Board and Executive and of the divisiveness this was causing with the rumour mill filling in the gaps or perceived gaps. Also, I’m approaching the end of my career, and it’d be remiss of me not to harness my wealth of experience for the benefit of our members before I retire. I’m a strong believer in the maxim: if you don’t like something, put up your hand, do the additional yards and fix it.

WHAT DO YOU HOPE TO ACHIEVE IN YOUR FIRST TERM? While I may not fix ever ything, I’ll always try. It’s my priority to review the conditions surrounding the dissemination of information and minutes from our directors to our members. We’re a member-based union, and our members deserve to know why the directors they’ve elected have charted our ship on a particular course.

WHAT’S SOMETHING WE DON’T KNOW ABOUT YOU? I’m an open book and most people who know me will know all about me. However, for our members with whom I haven’t caught up in a while, the former cadet, surfer, surf lifesaver and beach lover is now a true country convert living off 11 acres in Gidgegannup with my wonderful wife and several pet lawnmowers – two cows and some sheep. I’m an active local bush fire brigade member, so I wear a different uniform in my spare time.

12 POLICE NEWS DECEMBER 2021

Senior Constable Scott Sulley WHAT’S BEEN YOUR INVOLVEMENT WITH WAPU? I became involved with WAPU six years ago following the Carlisle shooting. The three branch delegates at my then work location, Internal Affairs Unit (IAU), resigned over unfair criticism of all IAU members over certain decisions in which the majority of us had no part. I returned from a period of annual leave, and a detective sergeant encouraged me to stand for the branch President position. Since then, I’ve been the president of two more branches.

In 2019, I was the very proud recipient of the Dowd-Dempsey Award.

WHY DID YOU WANT TO BECOME A DIRECTOR? I saw becoming a director as the next step in my journey and that it’d give me an opportunity to help a far wider membership base.

WHAT DO YOU HOPE TO ACHIEVE IN YOUR FIRST TERM? My main goal is to promote member engagement and improve WAPU’s transparency and accountability to our membership. It’s less of a goal and more of a crusade.

WHAT’S SOMETHING WE DON’T KNOW ABOUT YOU? While I haven’t done country service, I fully appreciate the feeling of being remote and isolated. In 1990, I spent five long, cold winter months on South Georgia, an Antarctic island that’s three and a half days by ship from civilisation and often used as a staging and acclimatisation post for polar exploration. The feeling of isolation was incredible, one that for years filled many a bad dream. Fortunately, over 31 years, that’s subsided to the point where I’d actually like to go back and see the place as it’s now a stop-off for Antarctic cruise experiences. I just need a lottery win to pay for it.

“My main goal is to promote member engagement and improve WAPU’s transparency and accountability to our membership.”

Sergeant Anntoinette Cashmore “I want to help bring back WAPU’s strength and unity and instil some pride in our union.”

WHAT’S BEEN YOUR INVOLVEMENT WITH WAPU? I’ve been a WAPU member since my enlistment day with the WA Police Force 15 years ago. I became heavily involved in WAPU in 2016 when through mentoring, encouragement and support, I became the Secretary of the Armadale-Gosnells Branch.

The sitting President stepped down from his position, and through his encouragement, I was elected as his successor. In 2018, I was the first woman in four years voted on to our Board. I was a director for 12 months before I resigned due to transferring to regional WA.

WHY DID YOU WANT TO BECOME A DIRECTOR? I decided to become a director again to enhance and create a healthy relationship between WAPU and our members. I want to help pave the way for others to follow. It sounds a bit cliché, but I want to make sure our members are getting the very best from WAPU to enable them to be able to do their job safely and go home to their families at the end of each shift. I want to help bring back WAPU’s strength and unity and instil some pride in our union.

WHAT DO YOU HOPE TO ACHIEVE IN YOUR FIRST TERM? Quite simply, I want to bring about some positive influence and change, so our members don’t see WAPU only as a means to access legal assistance when required. I want our members to talk about WAPU with pride.

Sergeant Aaron Honey WHAT HAS BEEN YOUR INVOLVEMENT WITH WAPU? Over a period of 25-plus years, I’ve held various official roles and served as the president or vice president of seven branches. When Michael Dean was WAPU President, I actively campaigned for improved pay and conditions. Also, where possible, I’ve assisted members during disciplinary matters as a referee or interview friend.

WHY DID YOU WANT TO BECOME A DIRECTOR?

“Our union is our members, and they need to be regularly informed in a timely fashion on the issues and challenges WAPU face …”

It was a happy accident in many ways. I’ve enjoyed being a branch official and have built a strong knowledge base. The previous Eastern Region director, Kevin Guy, chose not to run, so I decided after several conversations with colleagues to dip my oar in the water and was elected unopposed.

Some might say I was very lucky!

WHAT DO YOU HOPE TO ACHIEVE IN YOUR FIRST TERM? I want to see changes in our business that open up WAPU to our members to significantly improve transparency and accountability.

Our union is our members, and they need to be regularly informed in a timely fashion on the issues and challenges WAPU face, so they can contribute to finding meaningful solutions and better outcomes.

WHAT’S SOMETHING WE DON’T KNOW ABOUT YOU? I caught a baseball in the crowd of a New York Mets game at Citi Field in 2016.

■

WHAT’S SOMETHING WE DON’T KNOW ABOUT YOU? Unfortunately, I’m an open book.

I’ve no dark, hidden secrets!

13 POLICE NEWS DECEMBER 2021

TOO MANY FOR TOO LONG O

ver the past 20 years, the rate of suicide among serving Australian police officers has more than doubled. In the second half of the past decade, the rate of suicide among serving Australian police officers increased significantly more than among their American, British and French counterparts. At the turn of the century, serving Australian police officers were three times more likely to die in the line of duty than by their own hand. Today, the opposite is true.

They’re just a few of the compelling and confronting findings in the WA Police Union’s recently completed report into the taboo subject of police officer suicides in Australia. And according to our research paper’s author, Matthew Payne, the data we’ve gathered in what he believes is the largest-ever collection of statistics about Australian police officer suicides collated demonstrates the frequency of our serving members taking their own lives could continue to increase unless they receive appropriate levels of help and support.

“Suicide rates for Australian serving police officers are much lower than 100 years ago, but the higher rate for 1900-1920 shouldn’t

Suicides per 100,000 police officers – Australia 100

88.1

80 60 40

27.4

20

11.5

4.3 1

2

3

4

5

6

7

14 POLICE NEWS DECEMBER 2021

8

9

10 11 12 13 14 15 16 17 18 19 20 21 YEAR 1900 to 1920 2000 to 2020

be surprising,” said Mr Payne, the University of Western Australia alumnus who joined the WA Police Union five years ago to monitor trends in industrial relations, legal, occupational safety and health, social and welfare matters across Australia and around the world for the benefit of our Executive, our staff and our members.

“In the early 1900s, medical knowledge and research about suicide were scant compared to today. Medication, counselling and support services for serving Australian police officers were practically non-existent. Contemporary reports also indicate some victims may have been suffering post-traumatic stress disorder from military service during the Boer War or World War I. And serving Australian police officers were generally able to take their firearms with them after completing their shifts, which their modern equivalents can’t do.

“But the rates from 100 years ago show just how prevalent police officer suicides in Australia could become if we’re not careful.”

This year’s suicides of two serving Western Australian police officers were the catalyst for our project. Using information sources such as the Australian Police website, National Coronial Information System database, Trove pages and, of course, our own records, we’ve catalogued 401 suicides of serving and former police officers in Australia since the first reported such death in 1833.

“When we went looking for collated data about suicides of serving and former police officers, we didn’t find a report that contained all the information we needed to represent our members. Data-packed reports are essential when you’re lobbying the authorities, so we decided to produce one ourselves,” said Mr Payne.

“Gaps exist in our database. For example, not all reports indicate if a suicide took place on duty or elsewhere. Nor do we claim to have documented every serving or former Australian police officer who’s taken their own life. But our database still represents one of the most comprehensive collections of statistics about police officer suicides in Australia, and our 2000-2020 data is very reliable.”

In 2000, the rate was 4.3 suicides per 100,000 serving Australian police officers. In 2020, the rate was 11.5 suicides per 100,000 serving Australian police officers after peaking at a rate of 14.4 in the year before.

Serving police officers suicide rates – Australia 14.4 11.9

12 10

8.9

6 4

5.0

5.8 6.0 5.3

04

8 4.3

11.6 10.2

10.0 8.1

7.5 7.3

03

SUICIDES PER 100,000 POLICE OFFICERS

14

5.7

6.5

7.6

11.5

8.1

7.1 7.2

10 20 11 20 12 20 13 20 14 20 15 20 16 20 17 20 18 20 19 20 20

20

20

08 09

07

20

20

05 06 20

20

20

02

20

20

20

20

14.4

14 12.4 12

12.9

10 8 6

18 20 19

17

20

16

20

15

20

14

20

13

20

12

20

11

20

20

10

09

Police officers

20

20

08

20

07

06

20

05

20

04

20

20

03

20

20

20

02

4.3

00

2

01

4

20

n the second half of the past decade, the rate of suicide among serving Australian police officers increased significantly more than among their British, French and American counterparts. The lack of contemporaneous data about serving police officer suicides means it’s difficult to make widespread international comparisons, but we unearthed sufficient reliable 2011-2020 information to measure Australia against England and Wales, France and the United States.

Unlike in the other comparison countries, most police officers in England and Wales aren’t issued with firearms. Suicide rates for English and Welsh police officers were slightly higher than their Australian counterparts, though. Suicide rates for French police officers have been extremely high for more than a decade, something a 2019 Paris rally of 30,000 people blamed on physical and psychological fatigue as well as organisational pressure to meet performance targets. Increasing rates of suicide within American law enforcement agencies have been well documented.

In 2020, Congress passed the Law Enforcement Suicide Data Collection Act, which gave the Federal Bureau of Investigation funding to create an official database about officers who attempted or completed suicide. ▷

SUICIDES PER 100,000 PEOPLE

I

Suicide rates 2000 to 2019 – Australia

General population

Police officer suicide rates 2011 to 2020 35

3-YEAR WMA

ver the past 20 years, the rate of suicide among serving Australian police officers has more than doubled. In 2000, the rate was 4.3 suicides per 100,000 serving Australian police officers.

In 2020, the rate was 11.5 suicides per 100,000 serving Australian police officers after peaking at a rate of 14.4 in the year before.

Some people have observed the rate of suicide among serving Australian police officers differs little from that of the country’s general population. However, those people should exercise caution when making their comparisons because specific occupations rarely reflect the demographics of general communities and the relatively high rate of suicide among Aboriginal and Torres Strait Islander peoples markedly affects Australia’s rate of suicide.

What’s indisputable is, from 2000-2020, Australia’s rate of suicide was fairly stable, while it soared among serving police officers.

00

O

01

2

30 26.4

27.3

25

23.1

20.8

20

15.4

15 12.6 10

11.5

6.5

5 2011

2012 Australia

2013

2014

2015

England & Wales

2016

2017 US

2018

2019

2020

France

15 POLICE NEWS DECEMBER 2021

Change in police officer suicide rate 2015 to 2020

Because Australia’s suicide rate among its serving police officers during the 2011-2020 period was lower than that of England and Wales, France and the United States, it’s tempting to infer we’re managing the issue better than them. Such an inference ignores what’s the most significant trend within the data. The suicide rates in the European nations were relatively stable. By contrast, the suicide rates in Australia and the United States have risen sharply since 2015. More importantly, Australia’s suicide rate increased significantly more than any other country in the group.

59.2%

33.8%

A

t the turn of the century, serving Australian police officers were three times more likely to die in the line of duty than by their own hand. Today, the opposite is true. In 2000, the rates were 4.3 suicides and 12.5 deaths in the line of duty per 100,000 serving Australian police officers. In 2020, the rates were 11.5 suicides and 4.1 deaths in the line of duty per 100,000 serving Australian police officers. They’re strikingly scary statistics.

It’s important to note suicides don’t normally count as a workplace fatality. This means a police force could claim to be meeting its workplace health and safety goal of zero fatalities no matter how many of its officers completed suicide that year. The causes of suicide are varied and complex, but existing workplace health and safety indicators don’t even acknowledge suicide is an increasing cause of death among serving Australian police officers.

O

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16

France

14

12.5

12 11.5

10 8 6 4

4.0

00 20 01 20 02 20 03 20 04 20 05 20 06 20 07 20 08 20 09 20 10 20 11 20 12 20 13 20 14 20 15 20 16 20 17 20 18 20 19 20 20

4.3

Suicide

Killed on Duty

It’s important to note suicides don’t normally count as a workplace fatality. This means a police force could claim to be meeting its workplace health and safety goal of zero fatalities no matter how many of its officers completed suicide that year.

BEYOND BLUE

ur members face physical, mental and emotional challenges few people ever have to experience. A 2018 Beyond Blue survey of police and emergency services personnel found one in three experiences high or very high psychological distress, and more than 40% have been diagnosed with a mental health condition. There’s nothing about which to be ashamed in asking for assistance. Help is available around the clock. It may save your life.

England & Wales

20

ental health was the theme of our 85th Annual Conference, and a timely one given a consistent medical research finding is most suicides in warmer months. Our investigation also found the risk of suicide is highest among serving Australian police officers who are: • male • aged in their 40s • sergeants or senior constables • recorded as having more than 20 years of service.

“In the past 20 years, of the serving Australian police officers who completed suicide, 83% were males, 69% were sergeants or senior constables, their average age was 45 and their average length of service was 22 years,” said Mr Payne.

“Furthermore, 63% of the serving Australian police officers who killed themselves from 2000-2020 used a firearm to end their lives. Access to service firearms is a significant contributing factor towards such deaths. Unfortunately, prohibiting access based on suicide risk would inflict a huge stigma on affected officers.”

US

-16.6%

Deaths per 100,000 police officers – Australia

2

M

POLICE NEWS DECEMBER 2021

Australia

0.6%

beyondblue.org.au 1300 22 4636

LIFELINE

lifeline.org.au 13 11 14

SUICIDE CALL BACK SERVICE suicidecallbackservice.org.au 1300 659 467

WA POLICE FORCE EMPLOYEE ASSISTANCE PROGRAM

convergeinternational.com.au/cvi/about-us/contact-us/make-an-eap-booking 1300 687 327

Trial of the century “He’s the smartest police officer I’ve ever met and smarter than most lawyers.

He became so much a part of the defence team I’d forget he was the client.

He gave me legal summaries on all sorts of things. He thought of cases and sections of the Act we hadn’t thought of. I’ve tried to entice him out of the police and promised him a job if he’ll get a law degree. But he wants to go back to the police, and bizarrely enough, he’d prefer to go back to Geraldton.”

Those are the words of Linda Black, one of the WA legal profession’s sharpest minds, about Member Z, the first serving WA police officer charged with murder in almost a century, in the aftermath of his Supreme Court of Western Australia acquittal in October 2021.

It took more than two years for Member Z’s matter to reach WA’s highest court. That it took less than three hours for a jury of his peers to unanimously acquit him of both charges - murder and manslaughter - was down not only to the intelligence of his legal representatives – Murray Chambers barrister Black, Tindall Gask Bentley partner Richard Yates, Pace Henley Investigation Services director Brad Pace and Curtin Law School graduate Maddy Cusworth – but also the wisdom of his insights before and during his trial.

“He became a key member of the trial preparation team.

We quickly worked out he was a very bright young man, and it was a good way for him to focus on something constructive

rather than sitting around waiting for his day in court,” said Ms Black, who worked for the Office of the Director of Public Prosecutions before she went from putting bad guys behind bars to keeping good guys out of prison.

“It was the best trial I’ve ever done and the worst. It was the worst trial because the pressure was enormous, mostly the pressure I’d put on myself. I’d look at him, and given that I’m the same age as his mum, sometimes I’d stop being a barrister and become a mother. I adored him.

He was the loveliest person who was a genuinely good police officer. I’d look into his eyes and think, ‘how the hell am I going to deal with it if this young man goes to jail?’

I can’t say I enjoyed the trial. I vomited a few times in the morning. I stopped eating. It wasn’t a whole lot of fun, but with the help of a wonderful team, we achieved a wonderful result. When we heard the verdict, the feeling wasn’t one of excitement but relief. ▷ 17 POLICE NEWS DECEMBER 2021

“They kept waiting for the information that would make his actions different from what they’ve done every day of their careers in accordance with their training. By the end of the trial, I think every police officer realised there was no smoking gun.”

“The trial should never have happened. I don’t say that as a police officer. I say that as a lawyer and a former prosecutor.

A lot of police who didn’t know the full story kept waiting for – pardon the pun – the smoking gun. They kept waiting for the information that would make his actions different from what they’ve done every day of their careers in accordance with their training. By the end of the trial, I think every police officer realised there was no smoking gun.

“I can rave about how incredible we all were, and obviously, we were very proud of our efforts, but the real reason he was found not guilty was that he wasn’t guilty, and I don’t say that lightly. He was a really good police officer who did his job.

There was no evidence he had any ulterior motive for what he did. He wasn’t angry. He didn’t even know JC was Indigenous for the most part, which is why the race card infuriated me. It wasn’t a race crime. He did everything in accordance with his training. He followed all the rules of what he was supposed to do. He shouldn’t have been charged.”

According to Ms Black, one of the keys to convincing the jury of Member Z’s innocence was the investigative assignment Mr Pace conducted that highlighted the inadequacies of the video camera, the footage from which was central to the prosecution’s case.

“We were able to blow the video out of the water thanks to good, old-fashioned police work,” said Ms Black about the contribution to the defence’s case of Mr Pace, the ex-WA Police Force detective sergeant who has operated as a private investigator since 2004.

“It’d have to be my most rewarding job in the 35 years I’ve been working. The support of the union throughout the investigation and trial was absolutely unbelievable.

Without that support, our job would’ve been a hell of a lot harder. We got everything we asked for. I’m so proud to have been able to do this for the 7,000 coppers. Once a copper, always a copper,” said Mr Pace.

Mr Yates, the instructing lawyer on Member Z’s legal team, praised our members for the roles they played in ensuring not only the running of the trial but also the safety of its participants.

18 POLICE NEWS DECEMBER 2021

“Leaving every day and getting heckled coming out of the court wasn’t fun, but the street was full of members, and they were nothing but professional and courteous and really looked after us, particularly after the verdict,” said Mr Yates, a University of Adelaide alumnus who works for Tindall Gask Bentley in Perth.

“We were inside the court. There was a crowd outside, screaming and carrying on, and court security was encouraging us to use a secure exit and be whisked away in a van. To Linda’s credit, she refused and said, ‘there’s no way I’m not walking out those front doors because everyone else’s had that opportunity.’ The members, and particularly the people who were in charge of the members out the front, facilitated that. They didn’t have to, but they said they’d sort it out, and they did. They made sure there was a clear path for us.”

Mick Kelly, President of the WA Police Union, supported Member Z throughout his ordeal. He was by Member Z’s side when he was charged. He was by Member Z’s side when he was acquitted. He was by Member Z’s side when he met Chris Dawson APM, Commissioner of Police, to discuss his future with the agency.

“Strength in unity is our motto; it underpins everything we do,” said Mr Kelly, who was at the scene in Geraldton within a few hours of being advised of the critical incident.

“Seldom has our unity been more evident than during the protracted case of Member Z, who’s been to hell and back for simply following his training while performing one of our community’s toughest jobs. Police officers are taught to run towards danger, not away from it. Our union is no different. We’re there for our members when they need us, often when they’re experiencing their darkest times.”

Closing statements are a specialty of Ms Black, so the last word goes to the adversarial attorney, who’s envious of our fraternity.

“One of the really lovely things about the trial was what you guys have, which lawyers don’t have to the same extent, is a sense of community and connection. For at least the duration of the trial, I was one of you. You’ve got something very few other occupations have,” said Ms Black.

■

ANNUAL CONFERENCE

Guest speaker Glenn Mitchell

“M Commit to being a mental health first aider

Guest speaker Daniel Lane

ake a commitment to yourself that from today onwards, for every day for the rest of your life, you’ll be a mental health first aider. Because from the age of two, without anyone telling you anything at all, you’ve been a physical first aider. If you don’t become a mental health first aider, one of your family, one of your sports teammates or one of your work colleagues is going to die. It’s going to happen.”

These are the four sentences with which Glenn Mitchell, the sports broadcaster whom George Grljusich nicknamed The Oracle due to his encyclopaedic knowledge, closed his presentation to our P&N Bank-sponsored 85th Annual Conference at the Parmelia Hilton Perth about mental health and suicide prevention.

Ten years ago, Mr Mitchell’s voice was one of the best known in Australia as a commentator of Australian football games, ball-byball caller of cricket matches and straight man to ABC Sport analyst Kerry O’Keeffe, the raconteur whose frog joke is the stuff of radio legend. Glenn was the Bert Newton to Kerry’s Graham Kennedy.

But a mental breakdown cost Mr Mitchell his job and would’ve cost him his life if a forest ranger hadn’t spotted a length of hose in his vehicle boot, and after engaging him in conversation, recognised his voice as one to which he’d spent many happy hours listening.

Now a mental health advocate and sports broadcaster in equal part, Mr Mitchell delivered one of three guest presentations at our 85th Annual Conference, following on from Daniel Lane of the Perth Brain Centre and representatives of the PTSD Research Foundation WA. Mr Lane is the Clinical Director of the Perth Brain Centre.

Founded in 2007 and with offices in Attadale and Currambine, the centre is WA’s longest-established private clinic with a special interest in modern brain therapies. Mr Lane and his team help people with a wide range of conditions, including anxiety, attention deficit hyperactivity disorder, autism, chronic pain, depression, learning difficulties, memory problems and migraine. Mr Lane spoke to our 85th Annual Conference about new perspectives on anxiety.

Renee Sapelli, Dr Doug Brewer and Dr Mathew Samuel are three of the PTSD Research Foundation WA’s seven board members.

19 ▷ POLICE NEWS DECEMBER 2021

01 02

01 Our 85th Annual Conference delegates. 02 Our five-year service pin recipients. 03 Our new Board of Directors. 04 Dr Doug Brewer addressing the delegates. 05 Honourable Paul Papalia CSC MLA, Minister for Police.

06 Chris Dawson APM, Commissioner of Police. 07 Mick Kelly, President of the WA Police Union

03 04

20 POLICE NEWS DECEMBER 2021

Tindall Gask Bentley lawyer Ms Sapelli’s de facto partner is a serving police officer, which as she told our 85th Annual Conference, means she’s cognisant of the effects that attending traumatic incidents have on the lives of first responders and their families.

Post-traumatic stress disorder is a mental health problem some people develop after experiencing or witnessing a life-threatening event. Set up two and a half years ago, the foundation is the world’s leading research and educational centre of excellence on PTSD and traumatic stress.

Mr Mitchell, Mr Lane and the PTSD Research Foundation WA team addressed our 85th Annual Conference on Tuesday, by which point we’d completed most of the items on our jam-packed three-day agenda – a Sunday workshop and two conference days.

Belinda Coghlan of OD Consulting Services facilitated the P&N Bank-sponsored workshop’s first session, which focused on our 2022-25 strategic plan. Throughout Sunday, there were presentations and discussions on the next industrial agreement, right to disconnect, constitutional review and branch communications before P&N Bank representative Gemma Hay spoke on behalf of the sponsor.

Theo Kearing, a Bindjareb Billyduck Nyoongar from the Pinjarra tribe, and his son performed a Welcome to Country before the Honourable Paul Papalia CSC MLA officially opened our 85th Annual Conference in his capacity as WA’s Minister for Police. The Police Amendment (Compensation Scheme) Bill 2021 and its passage through WA’s parliament was central to Minister Papalia’s speech.

The President’s Report in this edition of Police News is an abridged version of Mick Kelly’s 85th Annual Conference address, a speech in which he threw brickbats and bouquets – more of the former than the latter – in the direction of the McGowan Government and WA Police Force. It’s time for both parties to right more wrongs.

Chris Dawson APM, Commissioner of Police, and his WA Police Force executive team spent an hour and a half answering

ANNUAL CONFERENCE

05

questions with and without notice from 85th Annual Conference delegates, after which the Honourable Peter Collier MLC, WA’s Shadow Minister for Police, spoke on behalf of the state’s major opposition parties.

WA’s border restrictions limited the number of interstate visitors to our 85th Annual Conference, but Ian Leavers APM, Shayne Maxwell and Andy Williams made the trek from Queensland, and Peter Harriss travelled from Tasmania. Mr Leavers and Mr Harriss spoke about their respective jurisdictions, with Mr Leavers also talking about national matters in his secondary position as the President of the Police Federation Australia. Scott Williams, Chief Executive Officer of Police Health, improvised after he couldn’t enter WA from South Australia, using picture-in-picture technology to present his slides.

After 150 motions – the outcomes of which you’ll find from page 28 onwards – Parmelia Hilton Perth staff reset the Argyle Room for our Fleet Network-sponsored Annual Conference Dinner, which Mix 94.5 Perth breakfast presenter Matt Dyktnski, who’s also an acclaimed actor and stand-up comedian, hosted with aplomb.

Two of our valued sponsors, Fleet Network and ShopRite, held prize draws, with outgoing director Kevin Guy winning an Apple Watch from Fleet Network and Murchison Branch delegate Phil Meatyard receiving a Sony PlayStation 5 from ShopRite, a console that should help the Cue-based police officer to disconnect from his work life.

The final act of our 85th Annual Conference was the afterdinner presentation of service pins to eight of our longest-serving union officials. Paul Gale and Mr Kelly, our incoming Senior Vice President and President respectively, awarded five-year service pins to Alyson Brett, Alicia Curchin, John Gobbels, Mark Johnson, Jeanette Maddison and Dayna Rigoir, while Ward Adamson and Paul Burke received 10-year service pins and the heartfelt appreciation of their colleagues.

■

… there were presentations and discussions on the next industrial agreement, right to disconnect, constitutional review and branch communications …

06 07

21 POLICE NEWS DECEMBER 2021

Annual Conference Dinner TUESDAY 30 NOVEMBER PARMELIA HILTON PERTH Sponsored by Fleet Network

22 POLICE NEWS DECEMBER 2021

ANNUAL CONFERENCE

23 POLICE NEWS DECEMBER 2021

Light It Up Blue In September, many of WA's top landmarks, including Matagarup Bridge, Optus Stadium and The Bell Tower in the city and the Koombana Bay Bridge, Museum of the Great Southern and Red Earth Arts Precinct in the bush, shone like a sapphire to honour our fallen members on National Police Remembrance Day.

N

24 POLICE NEWS DECEMBER 2021

ow in its third year, Light It Up Blue is our annual commemoration of the 86 brave men and women who've lost their lives in the line of duty across WA. According to National Police Memorial statistics, nearly 800 Australian officers have made the ultimate sacrifice.

The statewide visual tribute is a wonderful way of reminding the public of the price dozens of our members have paid while serving our community. It illuminates the incredible contribution, often at huge personal cost, our members and their predecessors have made since the 1830s and will make in the coming decades.

WAPU President Mick Kelly said the visual tribute was an important reminder of the service and sacrifice of our police officers and a fantastic way to remember them.

“Our members are putting their lives on the line every day, handling everything from violent crimes to COVID-19 operations.

It's important we remember those of them who didn't get to clock off their shift,” he said.

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25 POLICE NEWS DECEMBER 2021

EMERGENCY 24/7 DIRECTOR

0438 080 930

Mick Kelly

EMERGENCY DIRECTOR

639 Murray Street, West Perth WA 6005 PH: (08) 9321 2155 F: (08) 9321 2177

WAPU

www.wapu.org.au admin@wapu.org.au

* WAPU SCHOOL HOLIDAY BALLOT APPLICATION APPLICATIONS WILL ONLY BE ACCEPTED ON THIS FORM, It can be emailed or posted to the Union office.

Complete and return by Friday 21 January 2022 to: WA Police Union 639 Murray Street, West Perth WA 6005 Email: admin@wapu.org.au Results to be advised by Friday, 28 January 2022

Only mark the holiday periods and locations you are prepared to accept in numerical order of preference.

Note: Bookings are available from Saturday (2pm) to Saturday (10am) only.

WEEK 1 24.09.22 – 01.10.22

ALBANY

Name (Please Print):

BUSSELTON VILLA 4

PD No:

BUSSELTON VILLA 11

Address (Home):

BUSSELTON VILLA 15 Post Code: Work (Unit/Section):

BUSSELTON VILLA 23 ESPERANCE EXMOUTH

Email (Home): Phone no. (Work): (Mobile): POLICE NEWS DECEMBER 2021

PORT DENISON YALLINGUP

SEPTEMBER 2022 WEEK 2 01.10.22 – 08.10.22

EITHER WEEK

FIELD REPORT

KEVIN McDONALD Field Officer

It’s great to be back!

THREE YEARS ON FROM MY retirement from not only the WA Police Force but also the WA Police Union’s Board of Directors, I’ve returned to active union service as one of our association’s field officers.

After exiting the WA Police Force at the rank of Detective Sergeant in 2018, I kept my investigative skills sharp, working as a senior investigator with a federal government agency.

While I enjoyed that three-year period, particularly the people with whom I collaborated, the pace of that job was slow, so when I heard the WA Police Union were looking to recruit a field officer, I applied without hesitation.

A final point worth highlighting is the value of a meal claim a decade ago was $6.30. Today, the value of the same meal claim is $6.35.

An increase of a paltry five cents in 10 years!

The WA Police Union have been a part of my life for nearly 20 years. From 1999 to 2012, I was an official across various branches. In 2012, our members elected me to one of our Metropolitan Region directorships, and I served in that capacity until 2018. It’s with tremendous passion and enthusiasm I take on a new union role.

Since my return in the final week of August, I’ve been listening to members, and it seems some of our long-term problems never get resolved. I stumbled across an old Police News article I wrote 10 years ago, and its content is as relevant today as it was back then.

My 2011 Police News story included some observations about time off in lieu (TOIL). Since its publication, we’ve achieved a hard-fought victory that ensures the WA Police Force calculates TOIL in parity with overtime rates instead of accruing it simply hour for hour.

Another notable point was related to meal claims. I was disappointed to learn there are still some supervisors today standing in the way of constables wanting to claim this entitlement – not good enough! A final point worth highlighting is the value of a meal claim a decade ago was $6.30. Today, the value of the same meal claim is $6.35. An increase of a paltry five cents in 10 years!

As always, there’s much to do, but I encourage our members to contact me or one of my colleagues with issues of importance to them. Also, I encourage our members to get involved in their branches. You are your union. Remember, there’s strength in unity.

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27

POLICE NEWS DECEMBER 2021

WA POLICE UNION 85TH ANNUAL CONFERENCE MOTIONS ON NOTICE EXECUTIVE REPORTS PRESIDENT’S REPORT

That the President’s Report be accepted.

Moved: Harry Russell Seconded: Graeme Macey CARRIED

SENIOR VICE PRESIDENT’S REPORT That the Senior Vice President’s Report be accepted.

Moved: Clint Whalley Seconded: Dave Flaherty CARRIED

SECRETARY’S REPORT That the Secretary’s Report be accepted.

Moved: Lindsay Garratt Seconded: Aaron Honey CARRIED

TREASURER’S REPORT That the Treasurer’s Report be accepted.

Moved: Mark Johnson Seconded: Jake Hendry CARRIED

1.0 CORPORATE

1.1 EXECUTIVE MOTION Conference directs that Rule 11.1 Subscriptions of the WAPU Constitution be amended to provide the Board of Directors with the discretion to set subscription rates as follows: Current 11.1 Subscriptions (a) Subscriptions for Ordinary Members shall be:

(1) For members of the Police Force an amount equivalent to 1.35% of the base salary applicable to the rank of a third year Constable rounded up to the next nearest 10 cents.

(2) For Police Auxiliary Officers an amount equal to 1.35% of the base salary of a band 1AP1.3 Police Auxiliary Officer rounded up to the nearest 10 cents

(i) For Police Auxiliary Officer (Cadets), the fee shall be $10 per fortnight in lieu of that prescribed at Rule 11.1(a)(2).

(3) For Aboriginal Police Liaison Officers an amount equivalent to 1.35% of the base salary applicable to the rank of a First Class Aboriginal Police Liaison Officer rounded up to the next nearest 10 cents.

28 POLICE NEWS DECEMBER 2021

(4) For all other Ordinary Members an amount determined by the Board. (b) An Ordinary Member who converts to part time employment shall pay an amount determined by the Board. (c) For an Ordinary Member (who must inform the Union in writing of their intention to do so) proceeding on maternity leave or absence from duty without pay, normal subscriptions shall not be required to be paid during such leave but the Member shall contribute an amount determined by the Board and will be still entitled to the full privileges of membership. (d) For Life Members and Retired Members, subscriptions shall not be required to be paid, whether or not the Life Member or Retired Member is entitled to membership under another classification. (e) Subscriptions shall be payable fortnightly or at such other greater intervals as may be determined by the Board from time to time.

Proposed 11.1 Subscriptions (a) The subscription rates for Ordinary Members shall be determined from time to time by the Board for each category of Officer. Such rates shall not exceed an amount equal to:

(1) For members of the Police Force, 1.35% of the base salary applicable to the rank of a third year Constable rounded up to the next nearest 10 cents.

(2) For Police Auxiliary Officers, 1.35% of the base salary of a band 1AP1.3 Police Auxiliary Officer rounded up to the nearest 10 cents

(i) For Police Auxiliary Officer (Cadets), the fee shall be $10 per fortnight in lieu of that prescribed at Rule 11.1(a)(2).

(3) For Aboriginal Police Liaison Officers, 1.35% of the base salary applicable to the rank of a First Class Aboriginal Police Liaison Officer rounded up to the next nearest 10 cents.

(4) For all other Ordinary Members an amount determined by the Board. (b) An Ordinary Member who converts to part time employment shall pay an amount determined by the Board. (c) For an Ordinary Member (who must inform the Union in writing of their intention to do so) proceeding on maternity leave or absence from duty without pay, normal subscriptions shall not be required to be paid during such leave but the Member shall contribute an amount determined by the Board and will be still entitled to the full privileges of membership. (d) For Life Members and Retired Members, subscriptions shall not be required to be paid, whether or not the Life Member or Retired Member is entitled to membership under another classification. (e) Subscriptions shall be payable fortnightly or at such other greater intervals as may be determined by the Board from time to time.

Explanation The current rules set an absolute figure for the subscription rates for all Members based on a percentage of a Rank/Band. The current rule does not allow for the delaying of increases, which must be applied when officer

salaries are increased under the Industrial Agreement, or for the reduction in the subscription rate increase, if appropriate. The proposed amendments will enable the Board to not necessarily pass on rate increases in full each time salaries are increased. The current rate formula is retained in the proposed amendment, to limit any increase to that already in place under the current rules.

Moved: Ward Adamson Seconded: Dave Flaherty CARRIED

1.2 MAYLANDS COMPLEX BRANCH Conference directs the Board of Directors to conduct a comprehensive review of the current Western Australian Police Union Constitution with a view to bringing it up to date and in line with 21st century policing and Union requirements.

Explanation The current constitution is out of date, ambiguous in nature in many areas, and open to misinterpretation. Areas such as 11.6 Financial and Legal assistance should be open to far greater scrutiny and transparency. An example is 11.6(a) which reads The Board may grant financial and/or legal assistance to any Member who suffers financial hardship or requires legal assistance as a consequence of an action or event brought about by the Member performing his or her duties in the course of their work. This could be replaced with The Board shall grant financial and/or legal assistance to any Member who suffers financial hardship or requires legal assistance as a consequence of an action or event brought about by the Member performing his or her duties in the course of their work unless there is clear and supportive evidence to not provide assistance.* *The evidence not to support the application will be fully recorded, a rationale provided, and the information provided in writing to the applicant. There should also be an appeal process to this and could be an independent panel of Branch Officials to review the decision and offer recommendations. Section 13 covering discipline is another area that has been open to a great deal of scrutiny, use and some may argue abuse in the past year and needs an overhaul.

Moved: Daniel Thurstun Seconded: WITHDRAWN

(and any future referendums based on the current constitution) is not fair to the majority of members who considered the issues and vote. WAPU voting rules need to be simplified to a ‘first-past-the-post’ voting system, as in Candidate Elections under Section 12.9(b).

Moved: David McDonald Seconded: WITHDRAWN

1.4 PROSECUTING BRANCH Conference directs the Board of Directors to amend the constitution to reduce the threshold for votes to 50% plus 1 vote.

Explanation The last EBA failed as the vote required to pass failed to reach 65% but was over 50%. As the majority of the voting membership were in support of the EBA they were vetoed by a minority of the voting membership and this should not happen.

Moved: Sharon Cumbers Seconded: WITHDRAWN

1.5 GERALDTON BRANCH Conference directs the Board of Directors to make application to the WA Industrial Relations Commission to amend sub rule 6.1 Establishment of the Board of Directors, as follows: Delete Paragraph (b) and replace with: (b) The Board shall comprise 15 Directors, of which 8 who hold office shall be from the Metropolitan Region and one from each of the 7 Regional WA districts.

Explanation The WAPU Directors are a direct link between the branches/members, the union board and District Offices and should be readily accessible equally for all members. The current division of directors makes access to directors in Regional WA nearly impossible. Regional WA is significantly underrepresented by the board and given the distances required to travel, there are branches that can go an entire term without ever meeting their director face to face.

With the current arrangement, 3 out of the 4 regional directors are required to liaise with 2 separate district offices. By allocating a Director to each regional WA district, there would be a much more effective line of communication with a single district office.

1.3 MIRRABOOKA BRANCH Conference directs the Board of Directors to amended within a year the WAPU constitution at Section 10(g) to a voting system of ‘first-past-the-post’, where only members who vote are counted as legitimate vote. The majority preference of those who have voted is accepted as endorsed.

The current constitution states: “The result of any referendum will be determined upon the returned vote only whereby sixty five percent (65%) either for or against will be deemed to be a majority result. Should 65% either for or against not be reached the question put to vote will lapse.”

Explanation In the IA 2019 ballot, 66% of total members voted on a pay offer from Government. Of those who voted, 62% voted in favour of the offer. This meant only 25% of the members voted against the offer. Rejecting the offer

Moved: Peter Gerada Seconded: Aaron Honey LOST

1.6 MAYLANDS COMPLEX BRANCH Conference directs the Board of Directors to make an amendment to the Western Australian Police Union Constitution Section 6 (Government of the Union) In particular the removal of Section 6(1)(i) 6(1)(i) reads - The Board of Directors - Elect shall meet within ten (10) working days of election and shall elect from within itself a President, a Senior Vice President, a Vice President and a Treasurer. This should be replaced with Any member from the Board of Directors - elect who wish to be considered for the Position of President and Senior Vice President shall make their position clear and where there is more than 1 interested party for each position then within 10 days a ballot of the ordinary membership shall take place. The Position of Vice President and Treasurer shall be filled as per the current 6(1)(i) by election from within itself.

29 POLICE NEWS DECEMBER 2021

Explanation The positions of President and Senior Vice President are unique and are full-time paid positions, with attractive salary and other benefits. They are positions of trust, power, and authority. To be entrusted with such a position a candidate should seek and gain the trust of the membership and not a newly formed board. The candidate would show a high degree of Integrity, drive and commitment and it would be incumbent on them in the weeks and months prior to any such general election to demonstrate to the membership why they would be best placed to support, guide, and achieve the best outcomes for the members of the Western Australian Police Union. It is accepted that this process will also require input from both the Australian Electoral Commission (AEC) and Police Federation of Australia (PFA) and may take some time but these should not be seen as barriers to this action but merely obstacles that we can and should overcome. New Zealand Police Union elect their President in a similar fashion and that model should be explored.

Moved: Daniel Thurstun Seconded: Scott Sulley LOST

1.7 CENTRAL MIDLANDS BRANCH Conference directs the Board of Directors to change the constitution to implement seven RWA Directors (one in each district).

Explanation Each of the seven RWA districts has its own unique challenges. Due to the vast distances between districts, it’s difficult for the RWA Directors with two districts to provide adequate coverage and support to both districts. By having a director in each RWA district there would be improved WAPU service for the members in those districts with a better understanding of the challenges faced in each particular district and a Director closer to assist manage those challenges.

Moved: Jake Hendry Seconded: WITHDRAWN

need to detract from the responsibilities of Branches that have detective positions under them but it will allow a BoD point of contact for issues specific to that group.

Moved: Phil Meatyard Seconded: Lindsay Garratt CARRIED

1.9 NORTH PILBARA BRANCH Conference directs the Board of Directors to have the Secretary of the Western Australian Police Union (WAPU) as the Chief Executive Officer (CEO) to undertake the duties that the current President conducts to manage the WA Police Union. With the Board of Directors to undertake a review of salaries of the President, Senior Vice President and the CEO. Explanation There is a perceived conflict of interest with the President and Senior Vice President of the WAPU being sworn Police Officers. After the term of Presidency with the Union ceases, that person often returns to their employment with Western Austrian Police Force (WAPOL) as a sworn Police Officer and this can cause significant impacts upon the persons position within WAPOL as a result of their term within the WAPU. Appointing a CEO will give WAPU an independent point of contact when having those robust discussions and industrial agreement negotiations. This will take away the perceived conflict of interest. Our Branch fully understands that past and present members that have or are sitting in those roles do have those hard conversations with WAPOL management and Government.

Moved: Glenn Wishart Seconded: Dave Flaherty LOST

1.10 MURCHISON BRANCH Conference directs the Board of Directors to conduct a review of and subsequently amend the WAPU Constitution with a view of creating tenure for Director, President and Senior Vice President positions.

1.8 MURCHISON BRANCH Conference directs the Board of Directors to conduct a review of and consideration to amending the WAPU Constitution to increase the number of Director positions and their areas of responsibility.

Explanation Due to the tyranny of distance a Director of a regional union area comprised of multiple policing regions will struggle to give all union branches under their authority the same attention as may be received in Metropolitan or single region jurisdictions. This is not the fault of the director but simply due to the huge areas covered and not only the challenges of attending a branch (something that should always be preferable to calling in) but also because when addressing such large areas, the problems faced by officers within those areas can be very diverse and sometimes conflicting with another’s. Within the BoD there should be specific Directors who can champion and be a voice for “special interest areas”. We give the example of Commissioned Officers and Detectives although on review there may be others. Although a general Director may be able to take responsibility for these areas, are they best suited to be a voice for a group they may not truly be familiar with? The issues of Commissioned Officers will be specific as will the issues of Detectives and they are unlikely to be shared by uniformed officers so may not get given the same attention. The presence of Special Interest Director positions does not 30 POLICE NEWS DECEMBER 2021

Explanation Tenure can be a dirty word and always rears its head at Conference, but it also divides the room as to if it is good or bad. It forces change and the chance for someone else to have a go, but it also forces out officers who are doing a good job. When applied to the position of Director, President and Senior Vice President though we believe it has its place. These positions are political appointments and garner power and responsibility. By encouraging a turnover of these positions will keep fresh ideas coming to the WAPU leadership and stop entrenchment, helping it ever move forward. It is not a criticism of any Director to suggest that entrenchment is an issue, it is fact that as someone stays in the same position their perspective on that position will change. Directors are an appointment that needs to see the constant challenge to the status quo, not the acceptance of it. A director may run for two terms before being ineligible to run for a third, unless they run for the President or Senior Vice President position straight after. It is not thought that this will cause Director positions to go unfilled but rather increase nominee numbers as the positions will be considered more attainable by officers who previously saw it going to the same people and so do not put in.

Moved: Phil Meatyard Seconded: Dave Flaherty LOST

1.11 MURCHISON BRANCH

1.13 MIDLAND BRANCH

Conference directs the Board of Directors to conduct a review of and subsequently amend the WAPU Constitution with a view of making the President and Vice President positions additional to the Director positions and voted on by the membership.

Conference directs the Union undertakes that any Motion upheld at Conference but then not proceeded with during negotiations be returned to the proposing branch or published for reasons not proceeded with once final negotiations are settled.

Explanation Firstly, by the President and Vice President positions being filled from the voted in Director positions this means that in the case of regional directors being seconded to the offices they are removed from their area of Director responsibility. One of two things can occur then, the Officer’s attention can be split between the roles meaning that neither role is performed with the full attention of the individual, or the region the officer is responsible for has direct access to a position of power and so may receive an unconscious bias towards their issues.

Secondly, popular vote of the membership should decide these positions.

As it currently stands the BoD decides who fills this role from their own ranks, this may not necessarily fall to the popular vote of the membership but may go to an uncontested regional seat and so not be at all reflective of the desires of the membership. These positions are the face of the Union and receive substantial benefits and remunerations so should be filled at the direction of the members. If the constitution is amended with a tenure provision too it will address the potential of corruption and publicity campaigns to maintain the position beyond the set term. Decisions to remove an officer from either office must be by vote of the membership which may be initiated by a majority vote of the BoD. In time-sensitive situations the BoD may stand down the officers with a member vote occurring as soon as practicable thereafter. Should the Officer not wish the issue to be made public to the membership they may resign the positions of their own volition prior to the member vote.

Explanation Many Motions seem to evaporate with nil explanation leaving members disenfranchised with a system that uses democratic style agreement only to have them disappear at final offer. Rather than expecting members to keep repeating Motions that are carried and then appear to be dropped, an explanation of who opposed and why will inform, empower and encourage participation.

Moved: Phil Meatyard Seconded: Scott Sulley LOST

1.12 MIRRABOOKA BRANCH Conference directs the Board of Directors to amend within 6 months any WAPU Policy or Contract containing a confidentially clause restricting board members or holding them in confidence on which way they and fellow directors voted on any issue; this includes the way they voted on the wages and salaries paid to all executive employees including the President and Vice President and other contentious matters.

Explanation Board confidentially and in-confidence clauses limit members knowledge of the direction the board are taking. There is no openness or accountability of the existing salaries of the executive. This allows ill-informed speculation to flourish that the WAPU Executive are paid an exorbitant amount.

The salaries are not linked to KPIs or managerial regulation. If any member of the board has sound evidence based sound reasons for any decision including salaries, I am sure members will listen. They will then be in a position to make an informed decision how they should vote when electing directors.

Moved: David McDonald Seconded: WITHDRAWN

Moved: Narelle Kiddey Seconded: Glenn Wishart CARRIED

1.14 MAYLANDS COMPLEX BRANCH Conference directs the Board of Directors to include all Branch motions for Annual Conference that are not duplicate in nature to be put before the wider membership.

Explanation There have been many motions from Branches that have been removed and not actioned by the Board of Directors without good cause or explanation and with no appeal process. This causes the membership to distrust the process and question why the Board would not leave it to the membership to decide. Allowing for democratic process would encourage transparency and build trust.

Moved: Daniel Thurstun Seconded: Scott Sulley LOST

1.15 MAYLANDS COMPLEX BRANCH Conference directs the Board of Directors to provide a more comprehensive outcome to carried motions from the previous conference.

Explanation Motions carried at an annual conference appear in a spreadsheet format and many of the outcomes simply read ‘Letter sent to….’. That is not an outcome and does not give adequate information. It gives no indication of response or if anything came of the motion, positive or negative.

Moved: Daniel Thurstun Seconded: Graeme Macey CARRIED

1.16 MAYLANDS COMPLEX BRANCH Conference directs the Board of Directors to create an annual member satisfaction survey to be conducted by an independent body.

Explanation Member participation in Branch meetings and general Union activity could be considered very low. An annual member satisfaction survey would give members an opportunity to provide feedback and direction as to what they expect of the Union, what they would like from the Union and the direction they feel the Union should be taking.

31 POLICE NEWS DECEMBER 2021

The Survey should be conducted at a time that allows for the results to be published to Delegates for discussion at Annual Conference and where changes or amendments are deemed suitable, they can be implemented.

Moved: Daniel Thurstun Seconded: Michael Gill CARRIED

1.17 GREAT SOUTHERN BRANCH Conference directs the Board of Directors to cease the hard-copy publication of the Union magazine and distribute it to members electronically.

Explanation Printing and distributing the magazine is an unnecessary cost. Given that the magazine is published online, it could simply be distributed to the membership electronically.

Moved: Chris Bell Seconded: Brad Bird LOST

1.18 FORTESCUE BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to review the current provisions surrounding secondary employment and the secondary employment policy specifically relating to income protection insurance.

Explanation Currently it is difficult for officers to obtain income protection for a secondary employment that is under twenty hours a fortnight. The majority of income protection companies require proof of income prior to providing cover. It is not possible to provide proof of income without breaching WAPF’s secondary employment policy. The majority of income protection companies will only insure your main source of income and in some circumstances - won’t insure police officers. This leaves employees with no further options. The branch proposes changes be made where if a secondary employment is deemed low risk the need for income protection is no longer necessary. Furthermore, employees be given the option to sign a waiver acknowledging the risk and repercussions of not having income protection should they become injured and have exhausted all avenues and attempts of finding a provider. The branch also proposes WAPF could negotiate with an income protection company whereby officers could get standard income protection through WAPF with the cost being deducted from officers’ wages.

Moved: Emily Gilbert Seconded: WITHDRAWN

1.19 FREMANTLE BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to restart the Transitional and Re-engagee process to attract more experienced officers to WAPF from other jurisdictions and countries.

Explanation Currently, recruits take 6 months to train and further two years mentoring as probationers. The transitional/re-engagee program was 3 months in length with a shorter probation period. Officers in this program were from different police jurisdictions who had experience dealing with a variety of 32 POLICE NEWS DECEMBER 2021

police incidents and could bring that knowledge into WAPF. Recently there were numerous ‘PD17…’ Numbers who have resigned in the Union magazine.

Whilst the reasons for leaving are unknown, it is concerning these officers have undertaken 6 months of paid training that is now wasted as they have resigned. It has been suggested there is not enough seniority within some police stations to be able to provide mentoring and guidance to probationers.

This negatively affects these probationers as they do not feel confident in their role. The 950 program is only enough to cover retirement and attrition over four years and is a false economy as it does not actually provide any extra officers, it merely replaces those leaving. The transitional program was also a way of introducing diversity in WAPF by encouraging new ideas and cultures within our members.

Moved: Rosanna McKee Seconded: Adam Simmons CARRIED

2.0 INDUSTRIAL

2.1 PROSECUTING BRANCH Conference directs the Board of Directors to lobby the appropriate government body to include further access to Salary sacrifice.

Explanation Other emergency services currently access salary sacrifice options unavailable to WA Police. To obtain equity and parity to other emergency services WA Police officers should have access to further salary sacrifice options, for example, Mortgages.

Moved: Sharon Cumbers Seconded: Glenn Wishart CARRIED

2.2 GERALDTON BRANCH Conference directs the Board of Directors to negotiate with WA Police to put forward to the Government and ATO an agreement for salary packaging of members’ mortgages.

Explanation As the Government is resolute on the public sector pay freeze, despite increases in utility bills and the cost of living, this option would be a respectful compromise. The nursing sector have historically had this option by agreement based upon being public sector (non for profit) care providers, but increasingly our members are now providing more immediate frontline care in areas of mental health, first aid and triage trauma training (CS5). It must be remembered that WA Police is also a non-for-profit public-sector organisation and fits the description used in the Nursing agreement. Salary packaging is already an option to members for vehicles, GROH housing rent and their superannuation, so why not extend this to members’ mortgage repayments.

Moved: Peter Gerada Seconded: WITHDRAWN

2.3 JOONDALUP BRANCH Conference directs the Board of Directors to Lobby the Federal Government to investigate the viability of Salary Sacrifice schemes for public sector workers including Salary Sacrifice of mortgages.

Explanation With the current economic climate and ever-increasing housing prices it is becoming increasingly difficult for people to purchase their own homes and establish roots in communities through increased financial burden.

With the government showing a continued unwillingness over consecutive years to remunerate public sector workers with meaningful pay increases to being them into line with CPI increases an alternative would be allow Salary Sacrificing of mortgages to allow officers to offset some of the financial burden of home ownership and establish long-term groundings in communities.

Moved: Benjamin Giff Seconded: WITHDRAWN

2.6 NORTH PILBARA BRANCH Conference directs the Board of Directors to negotiate with the Commissioner of Police to include a minimum of 1 day for “Cleaning” a GROH address after uplift has occurred. This day should be considered a workday and permits a minimum amount of time for a member to complete cleaning of a GROH address.

Explanation Currently members do not receive any allocated time to clean their GROH house whilst on transfer or being required to move GROH address intratown.

This is unreasonable and often results in the member having to pay a professional cleaner to complete the required cleaning of the GROH address at the member’s expense.

2.4 SERIOUS AND ORGANISED CRIME BRANCH Conference directs the Board of Directors to lobby government in future Industrial Agreement negotiations for the ability for members to salary sacrifice mortgage, rent, childcare, school fee and health insurance payments in line with other government agencies and not-for-profit organisations.

Explanation Our members put in long hours each day, providing a critical service to the community. As such we should be afforded further exemptions that allow salary sacrificing of mortgage, rent, childcare, school fee and health insurance payments as afforded to other government agencies and not-for-profit organisations. Members have been subject to the Stage Wages Policy ($1,000 per year increase) for the past several Industrial Agreements which doesn’t account for CPI or GROH rent increases. The ability to salary sacrifice these payments would greatly assist in offsetting wage increases where members are actually out of pocket due to CPI and other increases of household costs.

Moved: Ryan Barnes Seconded: WITHDRAWN

2.5 FORTESCUE BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to include an additional cleaning day as part of their move into and out of regional locations.

Explanation Currently officers are finding it difficult to find enough time to clean their house/book a cleaner when moving locations. Usually officers are expected to travel to their next work location the day after uplift day.

Depending how long uplift takes the removalists, officers are left little to no time to clean their house, or are unable to secure a cleaner for a particular time as the time that the removalists will finish in the house is ambiguous.

In some circumstances, officers are cleaning throughout the night and are expected to begin travelling long distances the following day.

Moved: Glenn Wishart Seconded: WITHDRAWN

2.7 WEST PILBARA BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to give officers an additional two cleaning days as part of their move from GROH housing.

Explanation Moving out of a GROH house and moving to another regional town or back to Perth is stressful enough. The uplift day occurs, and you are left cleaning your house but are required to be on the road the next day usually leaving you less than four to five hours to clean your house. If you are transferring anywhere where it requires more than a one-day drive you need to be on the road the next day and spending all night cleaning then becomes a fatigue hazard. Once you have left your house it is unknown if there are any issues or if the cleaning is satisfactory, even if you get private cleaners and it is not satisfactory, you are still expected to sort it out or you get billed where in normal circumstances you should be given satisfactory time to rectify any issues.

Moved: Dejan Pavlovic Seconded: WITHDRAWN

2.8 WEST PILBARA BRANCH Conference directs the Board of Directors to negotiate with the Commissioner of Police to financially reimburse members for out-of-pocket costs expenses associated with a WAPF initiated intratown transfer involving moves from one house to another.

The branch proposes an additional cleaning day should be granted to ensure residences can be thoroughly cleaned on departure, to relieve stress on officers and to avoid fatigue hazards.

Explanation Officers subject to forced intratown transfers are burdened financially with incidental costs including house cleaning, carpet cleaning and tick and flea treatments upon vacating a GROH property these all being requirements of the tenancy with GROH. Where an intratown transfer occurs at no fault of the members, the member is subject to incurring these costs twice; once upon the intratown move and again when they leave the District. The costs associated with a force intratown move should be compensated by the WAPF.

Moved: Emily Gilbert Seconded: Aaron Honey CARRIED

Moved: Dejan Pavlovic Seconded: Peter Gerada CARRIED 33 POLICE NEWS DECEMBER 2021

2.9 NORTH PILBARA BRANCH Conference directs the Board of Directors to negotiate with the Commissioner of Police to financially reimburse members for out-of-pocket costs expenses associated with a WAPF initiated intratown transfer.

Explanation Officers subject to forced intratown transfers are burdened financially with incidental costs including house cleaning, carpet cleaning and tick and flea treatments upon vacating a GROH property these all being requirements of the tenancy with GROH. Where an intratown transfer occurs at no fault of the members, the member is subject to incurring these costs twice; once upon the intratown move and again when they leave the District. The costs associated with a force intratown move should be compensated by the WAPF. Moved: Glenn Wishart Seconded: WITHDRAWN

2.10 GERALDTON BRANCH Conference directs the Board of Directors at the commencement of the next industrial agreement negotiations (30/06/2022) to commence an advertising campaign targeting the state wages policy from the onset of negotiations.

Explanation This is in anticipation of the Labor Party again not entering into negotiations in good faith. Despite a forecast $5 billion surplus, the Labor Government is planning to continue its public sector pay freeze despite an increase in offences against police and the general hazard of being a police officer worsening. A DEFS station officer of a similar rank, role and responsibilities to that of a sergeant shift supervisor, has a base salary roughly $6,000 pa higher than their WAPOL counterpart. With a lower case of workplace injuries (minor, serious and death), the ability to both exercise and sleep during work time and less stress and fatigue, the pay difference is disproportionate, yet not being addressed or even entertained by the Labor Government. Despite this public sector pay freeze the Industrial Relations Commission awarded private sector fire and rescue employees a 3-year 3% deal spanning 2019-2021.

Moved: Peter Gerada Seconded: Brad Bird CARRIED

2.11 MAYLANDS COMPLEX BRANCH Conference directs the Board of Directors to immediately engage the services of a media and advertising company to create a hard-hitting advertising campaign showing the disparity between the police and other public sector employees. A rise linked to CPI should not be accepted but regarded as a baseline of where we start.

Explanation Members are deeply dissatisfied and disappointed with the current log of claims. The current IA (although at the time of writing is still under negotiation) is set to expire mid-next year and we need to be prepared for a fight with the State Government over a fair and equitable pay deal. An advertising campaign highlighting the ludicrously unfair “One size fits all” State wages policy when comparing what Police Officers are required to do and face daily, the level of scrutiny we are under constantly, with what is required of the 34 POLICE NEWS DECEMBER 2021

average office-based public servant. This campaign should commence well ahead of the negotiation start date.

Moved: Daniel Thurstun Seconded: Glenn Wishart CARRIED

2.12 GERALDTON BRANCH Conference directs the Board of Directors to approach other public sector unions, including the nurses and teachers, to join forces to achieve fairer and more equitable Industrial Award outcomes by combatting the current Government of Western Australia.

Explanation While we have been treated very shabbily by this government in these hard times where many have had to exceed their response to core duties and to the COVID-19 pandemic. To offer a paltry $1,000 a year increase is demeaning, insulting and a slap in the face to any negotiations re IA. It is claiming a $5 billion surplus. Some of this surplus rightfully belongs to the public sector.

Teachers, Nurses and other public sector workers are in the same situation and we need to start a campaign now and let the people of Western Australia know that we are suffering and being treated with disrespect. During COVID-19 nurses are being hailed as heroes but words are cheap, teachers too have responded to all requests along with Police on all levels but lip service is cheap, actions speak louder than words but all the actions are from the public sector not the government.

Moved: Peter Gerada Seconded: Mark Johnson CARRIED

2.13 GREAT SOUTHERN BRANCH Conference directs the Board of Directors to recognise the strength of the state’s economic health when negotiating the next EBA. Explanation Government continues to cry poor when it comes to public sector wages and conditions yet boast about the state of the economy when it suits. Board of Directors need to acknowledge this and obtain some meaningful wage increases and conditions of employment in the next EBA. Once current negotiations are completed, effort should commence immediately for the next.

Moved: Chris Bell Seconded: Glenn Wishart CARRIED

2.14 GREAT SOUTHERN BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police for an immediate review of OIC allowances.

Explanation Current allowance is outdated and poorly worded. There appears to have been no review of the allowance since its inception. The allowance rate should be reviewed and increased and OIC provided with the ‘opt out’ option available to OIC Detectives.

Moved: Chris Bell Seconded: Peter Gerada CARRIED

2.15 GREAT SOUTHERN BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police for On-Call allowances to be payable to officers other than OICs who are required to make themselves available and contactable for duties outside rostered hours.

Explanation One Force mobiles and First Contact Application via Teams often requires officers other than the OIC to be available for contact when OIC is unavailable.

These circumstances do not always attract HDA and officers are effectively on call without any recompense for their time.

Moved: Chris Bell Seconded: Lindsay Garratt CARRIED

2.16 WEST PILBARA BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police that an OIC can be paid overtime, even though he/she is working that day, however, is undertaking tasking duties under direction in another subdistrict which incurs overtime.

Explanation Under the present arrangements, if a country OIC travels away from his/ her sub-district under direction or assists as back-up staff/tasking for an incident in another sub-district, which then incurs overtime, they are expected to adjust these additional hours in accordance with Clause 12(16).

It is acknowledged that this has been an ongoing issue throughout regional WA for many years, and in the past some district superintendents and OICs have taken it upon themselves to pay the overtime, then an audit from Management Audit Unit requires the officer to repay the funds as they deem this to be a breach of the Industrial Agreement/policy and as such the OIC is deemed not entitled to be paid this overtime. This is unfair as it can be clearly seen the OIC is not acting as an OIC when performing tasks in another sub-district yet is expected to adjust their hours as if they had incurred the overtime undertaking duties in their sub-district.

Moved: Dejan Pavlovic Seconded: WITHDRAWN

2.17 GREAT SOUTHERN BRANCH Conference directs the Board of Directors immediately include the renegotiation of the country OIC allowance and for that negotiation to be vigorously pursued to stop the abuse of members’ industrial conditions.

Explanation During the March, and then again in the April BOD, general meeting the BOD noted the report of the Secretary, Paul Hunt, which included that OIC allowance was to be included as a “claim item.” In the May BOD general meeting it was mentioned in the secretary’s report as just being included in the “Rostering Reviews” commencing “soon.” This is unacceptable.

It has long been acknowledged that the current OIC allowance is outdated, poorly worded and being abused by the agency to the detriment of members. The agency changed the industrial landscape after the last IA was negotiated by dictating OIC are not eligible to “adjust” hours. As has always been the case, the last IA was negotiated on a basis of “flexibility” with OIC hours and conditions. It has always been the case that members

receiving the OIC allowance could manage their hours over a period of time by “adjusting” hours from week to week. The agreement was never intended nor negotiated on a basis of “unlimited” extra hours from the OIC as is being implemented by the agency statewide. The agency is abusing the poor wording of the IA and using the OIC to fill numbers especially in the smaller sub-districts. The current practices are stealing time and conditions from members and WAPU should spare no effort to stop this practice immediately.

Moved: Chris Bell Seconded: Lindsay Garratt CARRIED

2.18 GERALDTON BRANCH Conference directs the Board of Directors to lobby for inclusion into the next industrial agreement negotiations (30/06/2022) for a new salary rate for inclusion in clause 10(1)(L) of the industrial agreement “Sergeant (Regional Shift Supervisor)” being a new salary rate for shift supervisors in major district centres in Regional WA, set 7% higher than the equivalent Sergeant – Base/ Increment mentioned in clause 10(1)(L). This remuneration is to be provided by the Western Australia Police Force and is not to be detrimental to the wage offer to all officers in any Industrial Agreement negotiations.

Explanation A regional shift supervisor at major district centres in Regional WA carries higher expectations, accountabilities and responsibilities than any other sergeant. Regional shift supervisors in major regional centres regularly perform the role of multiple sergeants in the metropolitan area (Shift Supervisor, PAC Supervisor, Radio Supervisor, District Operations Supervisor, Lockup Supervisor, District Custody Supervisor, Crime File Manager, District Brief Manager). A separate salary rate would provide acknowledgement and recognition for the additional workload/pressures of these supervisors.

Moved: Peter Gerada Seconded: Mick Gill CARRIED

2.19 GERALDTON BRANCH Conference directs the Board of Directors to lobby for inclusion into the next industrial agreement negotiations (30/06/2022) an increase of not less than 50% increase in shift penalties.

Explanation The Labor government has shown it has support from the WA Industrial Relations Commission in regards to its public sector pay freeze despite its budget forecasting a surplus of $5 billion. A campaign for a higher percentage pay increase appears futile and efforts should be better directed towards other avenues of pay and entitlements. The wage freeze has also included an inadequate increase of shift penalties disproportionate to private sectors.

Moved: Peter Gerada Seconded: Mick Gill CARRIED

2.20 GERALDTON BRANCH Conference directs the Board of Directors to lobby for inclusion into the next industrial agreement negotiations (30/06/2022) a two-year period with a pay rise of at least 5% each year.

35 POLICE NEWS DECEMBER 2021

Explanation The Labor government has forecast a surplus of $5 billion for 2021-2022, throwing into doubt the validity of its public sector pay freeze.

Moved: Peter Gerada Seconded: Jason Filgate CARRIED

2.21 SOUTH EAST EYRE BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to include electricity subsidies to all areas of the Goldfields – Esperance Region.

Explanation Like those areas above the 26th parallel, the Goldfields – Esperance Region experiences significant periods of high, dry temperatures as well as bitter cold spells in the winter. The extremes of such temperatures result in staff needing to heat and cool their houses generally through the use of reverse cycle air conditioning. Subsidies for the electricity costs running such appliances are paid to staff above the 26th parallel, but do not extend to the Goldfields Region which borders with Districts eligible for the subsidy. Some sections of the District are within 10 kilometres of the 26th parallel. With significant vacancy rates across the District, this small measure will assist in attracting staff to the region by lowering household running costs and providing an incentive for staff to apply for Goldfields Region locations.

Moved: Ryan Devine Seconded: Aaron Honey CARRIED

2.22 FORTESCUE BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to review the current provisions surrounding parental leave and its effect on leave accrual (specifically long service leave) and increment progression.

Explanation Currently officers on parental leave are having their increment anniversary dates and long service leave affected by parental leave. There is a discrepancy between those on parental leave as opposed to those on other extended leave periods. For example, an officer can take an extended or indefinite period of sick leave, (if signed off by a Doctor) without any effect on their entitlements.

An officer who takes any more than 12 weeks of unpaid parental leave will begin having their increment dates pushed back and if an employee takes any period of unpaid parental leave they will have their long service leave pushed back. Officers on parental leave are experiencing income inequality and there is an inconsistency in how extended leave is managed in WAPF. Currently, WAPF employees are entitled to 14 consecutive weeks of paid parental leave and 52 weeks of unpaid parental leave as per the WA Police Force Industrial Agreement 2020: • Employees are entitled to 12 weeks of unpaid parental leave before this time begins to affect the anniversary date of their next rank increment.

• Employees are not entitled to any unpaid leave (non-accrual service) without it affecting long service leave.

For example, Officer A who began in WAPF on the 5/09/2016 has a child in 2018 and chooses to take: • 98 days (14 weeks) of paid parental leave (full pay) 36 POLICE NEWS DECEMBER 2021

• •

224 days (32 weeks) of unpaid parental leave 46 weeks away in total

• •

Their next anniversary date will be pushed out by 140 days 224 – 84 (12-week unpaid entitlement) = 140

• • •

Original first class increment date 05/09/2021 New first class increment date after parental leave 05/02/22 New long service leave date 05/05/22

Officer B who began in WAPF on the 5/09/2016 takes one year off on sick leave and there are no affects to their entitlements.

Despite parental leave being uniform across the public sector, policing is unique in that it is rank structured and pay rises are determined as you progress in increments. This structure should be taken into consideration when determining entitlements for those on parental leave to avoid pay discrimination.

Moved: Emily Gilbert Seconded: Bemjamin Giff CARRIED

2.23 NORTH PILBARA BRANCH Conference directs the Board of Directors to have the Western Australia Police Force allow two public sector workers both access to 52 weeks of paid and unpaid parental leave concurrently.

Explanation At present where couples are both employees of the government sector only one employee is entitled to access paid and unpaid parental leave. The other employee (parent) is ineligible. Employees are entitled to 52 weeks of parental leave comprised of 14 weeks of paid leave and 38 weeks of unpaid leave. Where both employees are government workers, both employees should be entitled to 7 weeks of paid parental leave each immediately after the birth of the child to be taken concurrently if the employees choose to.

This would allow both parents access to leave to allow for bonding with the child and support their spouse. The apportioning of the leave would be for negotiation between the employees and the employer. This wouldn’t cost the employer any more money.

Moved: Glenn Wishart Seconded: Bryn Papalia CARRIED

2.24 JOONDALUP BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police and the WA State Government to investigate and work to redress the inequality and disparity between the Public and Private sectors in relation to Paid Parental Leave.

Explanation There is a current disparity in relation to paid parental leave between those employed in government public sector positions and those who are employed within the private sector. Whilst this is accepted to a degree the disparity becomes most apparent when both parties are employed in public sector roles (e.g. both WAPOL employees, a WAPOL employee and a Department of Education employee). Where this is the case the public sector employees are

faced with a disadvantaged position in relation to access to paid parental leave compared with their counterparts. This is further exacerbated when there are complications with childbirth and additional carers leave may be required in order to provide care to a partner and a newborn. The branch requests that the WA Police Force and WA State Government look to address this disparity and bring current government employee entitlements into line with their public sector counterparts.

Moved: Benjamin Giff Seconded: WITHDRAWN

2.25 MURCHISON BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to change the meals and incidental allowance to be in line with the approved amounts allowed by the Australian Taxation Office (ATO), and to change such amounts as and when the ATO advise of such a change.

Explanation Presently, WA Police through the WA Police Industrial award pay the following amounts for meals and incidental claims from relieving or transferring police officers: (below the 26th parallel) SCHEDULE E – RELIEVING ALLOWANCES: RATE PER DAY ITEM (b) Incidental Expenses: • E7 South of 26 degrees South Latitude 14.55 • North of 26 degrees South Latitude 21.70 • Interstate 21.70 RATE PER DAY ITEM South of 26-degree South Latitude E9 Breakfast 16.30 Lunch 16.30 Dinner 46.50 North of 26-degree South Latitude E10 Breakfast 21.20 Lunch 33.20 Dinner 52.20 Interstate E11 Breakfast 21.20 Lunch 33.20 Dinner 52.20 The total amount able to be claimed (Meals and Incidentals) is: South of the 26th Parallel - $93.65 North of the 26th Parallel - $106.65

The minimum amounts the ATO allow to be claimed is: $128.10 per day (meals and incidentals). For example, an officer on 7 days of relieving under the ATO allowable amount should be able to claim back $1,024.80. Under the prescribed amounts in the Industrial Agreement, only $749.20 is claimable, a difference of over $250 per week. The rate of payment for meals and incidentals has not been increased for over 10 years and has not kept pace with inflationary or other pressures. Moreover, staff relieving in ‘remote’

locations are unable to source meals at the rates prescribed. Recently, District Office scrutiny has questioned the legitimacy of meal claims and members have been instructed to pay any overspend back to WA Police, in breach of the Police Industrial Agreement. This motion is a common-sense approach for WA Police to apply a fair a workable amount into the Police Industrial Agreement by linking the amounts set to the remit of the ATO. Further, should the amounts be increased or decreased by the ATO (and only the ATO), then the prescribed amount can be altered as and when identified by the ATO and reduces bargaining or further negotiation being required between WA Police and the member, or WA Police and the WA Police Union.

Moved: Phil Meatyard Seconded: Dave Flaherty CARRIED

2.26 MIRRABOOKA BRANCH Conference directs the Board of Directors to lobby the state government to amend the current restrictions placed on current members who have previously resigned from WAPOL to allow them to rollover their Gold State Super into a complying Super fund.

Explanation Currently if a member resigns from WAPOL and does not continue employment within State Government or does not re-engage with WAPOL within 12 months, their Gold State Super is suspended. The balance of the members fund is left earning CPI +1% until the age of 55, where it then attracts CPI +2%.

Superannuation is a major nest egg for all members, not being able to roll these monies into a complying fund slashes the earning potential of the members’ monies, leaving them less financially secure in their retirement then if they could roll over into another fund. Where a member can roll the current funds over, their financial position at retirement would be substantially better.

With the ageing community this would enable the member to be a self-funded retiree with no need to rely on government during their retired years.

Moved: David McDonald Seconded: Lindsay Garratt CARRIED

2.27 WEST KIMBERLEY BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to negotiate with the state Government for a Police Officer retirement income scheme in addition to superannuation after 20 years of ethical and diligent service.

Explanation There is no doubt that policing in WA is a very demanding profession, both physically and psychologically especially in the current pandemic climate. We do not consider that we are better workers than anyone else, but we do argue that our work is remarkably different from all others and that we do it well. As police officers we take an oath that obliges that we place ourselves in situations of physical or psychological harm where it is necessary to keep the peace and to protect the lives and property of members of the community. Other emergency service workers in general have no such obligation. We work twenty-four hours a day, seven days a week and the stressors of policing are well known and have been highlighted in numerous reports and studies. There are increasing instances of psychological distress and cases of PTSD which are the highest among all emergency services and somewhat on par with the Australian Defence Force.

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Whilst we understand that the policing profession is tainted and marred with often dirty, difficult and dangerous jobs it is the impact that it is taking on our mental health and well-being that is of most concern. The Beyond Blue national survey identified the serious psychological impacts on long-term serving police officers. Those with more than 10 years' service were almost twice as likely to experience psychological distress and were six times more likely to experience PTSD and most former police employees have been diagnosed with a mental health condition and developed the condition whilst employed. Occupations with recognised high psychological impact on employees, such as police, should be given greater recognition and respect with regards to a retirement income system. There preservation age policy as it applies to police should not be increased beyond 55 years. Although we strongly support our state superannuation scheme we believe the current scheme to be inadequate and have poor default and insurance cover. Having an adequate amount of superannuation is an extremely important step in establishing a financially secure future, however, most current schemes are market based and we have seen in recent times the impacts of a market decline on a member’s superannuation nest egg. We are seeking a retirement income that allows police to retire with dignity and most of all, respect in recognition of the dangerous and difficult tasks police officers have performed on behalf of the Western Australian community. We believe an adequate equation in calculating retirement income would be 1.5% x the final salary x years of service.

Moved: Michael Sedgman Seconded: Dave Flaherty CARRIED

2.28 GERALDTON BRANCH Conference directs the Board of Directors to lobby WAPOL and the WA Government to Reinstate a pension scheme.

Explanation A pension scheme can provide a much more defined career path for members (nominal 20 years and then provide for say 5–10 more years for officers who make commissioned ranks). This can help avoid officer burnout, incentivise career progression to a known end date and more easily allow for transfers and staff allocation by WAPOL. Further, it allows for members with contemporary knowledge to take up commissioned positions and have a greater incite to current demands. Staff retention may increase when incentivised with an end date and post-employment opportunities for sick/injured officers would increase without the financial strain of being immediately cut off from employment at the end of a career. It is an acknowledgement that frontline policing cannot be carried out by officers into their old age while compensating them for the sacrifices of dedicating a large period of their lives to public service. While it is a very long-term proposition there are numerous benefits for staff and particularly those that come to the job later in life.

Moved: Peter Gerada Seconded: Mick Gill CARRIED

2.29 INTELLIGENCE OPERATIONS BRANCH Conference directs the Board of Directors to pursue as part of the 2021 Industrial Agreement negotiations to have Bereavement Leave (Clause 31 of the Western Australia Police Industrial Agreement) included in the Covert Allowance (Clause 17, (17)(d) of the Agreement).

38 POLICE NEWS DECEMBER 2021

Explanation The Covert Allowance does not currently include Bereavement Leave. This in effect means any Intelligence Operations Division Branch member who applies for and is granted Bereavement Leave on the WAPF SIMR system has the covert allowance for that bereavement period deducted from their pay.

In 2020, IOD Branch members accessed only 12 bereavement leave days. This branch motion does not seek any financial increase in Clause 17, (17)(d) of the Agreement. The Covert allowance is already budgeted for by the WAPF. The branch only seeks the inclusion Bereavement Leave in an effort to avoid losing income after the death of a family member, when our members most need support and compassion.

Moved: Rob Witt Seconded: Peter Gerada CARRIED

2.30 WATER POLICE BRANCH Conference directs the Board of Directors to lobby the Executive Board for an allowance to be paid to Police Officers who undertake the role of a Search and Rescue Mission Controller, subject to completion of a Diploma/Advanced Diploma in Search and Rescue Management.

Explanation Water Police fulfil the legislated Hazard Management Agency (HMA) responsibility for the Commissioner of Police (CoP), responding to and coordinating Marine Search and Rescue (MARSAR) incidents throughout Western Australia. Response and coordination are managed by a qualified Search and Rescue Mission Controller (SARMC) who undertake either a diploma or advance diploma in Search and Rescue Management.

In the metropolitan area, SARMC undertakes the role of a Police Commander for level one incidents and the role of a deputy police commander for level two. The SARMC role is fulfilled by Police Officer of any rank (typically a Senior Constable) who essentially acts as in the role of a shift supervisor. Any relevant Water Police-related tasks are assessed, vetted and actioned appropriately by the SARMC. In comparison other Police related tasks such as a Welfare Checks or Family Domestic Incident must be vetted by the rank of Sergeant.

Australian policing jurisdictions such as New South Wales Police provide an allowance for Professional/Academic Qualifications under Clause 46.

Professional/Academic Qualification Allowance, Crown Employees (Police Officers – 2017) Award. This allowance is payable to Non-commissioned officers from the rank of Constable to Senior Constable. The propose of this allowance is in recognition of the responsibility undertaken by those who hold the rank less than a substantive Sergeant. The rate of pay granted by the allowance is between $398 and $792, dependent of the level of qualification (Diploma, Advance Diploma, Degree).

In Victoria, the Police SARMC equivalent role is only undertaken by that of a substantive or acting Sergeant. Dependent on work area a Victorian Police Sergeant may receive a Leadership Allowance under Clause 104, Victoria Police Enterprise Agreement 2019 of between $425 and $450 per annum.

This allowance payment is dependent on rank increment and granted in recognition of “…enhanced supervisory and leadership responsibilities in an increasingly dynamic and complex policing environment.” In addition, a Victorian Police Constable to Leading Senior Constable may receive a Capability Allowance under Clause 105, Victoria Police Enterprise Agreement

2019, in recognition of “…responding to increasingly complex situations with agility and competency through the application and uptake of improved technology and skills development.” Again, the allowance is based on their role, work location and capability provided. The allowance payments range between $305 to $380 (dependent on rank and level) per annum.

South Australia Police provide: • Senior Patrol Officer Allowance (Cause 20, South Australia Police Enterprise Agreement 2021), • Water Operations Allowance (Cause 26, South Australia Police Enterprise Agreement 2021) • Accredited Expert Allowance (Cause 27, South Australia Police Enterprise Agreement 2021) Each one of these clauses recognises an aspect of responsibly, knowledge/ skill and expertise in a particular area. WA Police SARMCs are responsible for preparing reports for the coroner and providing expert evidence in a coronial court setting. In recognition of the additional responsibility, knowledge and capability provided by a SARMC as the HMA for MARSAR incidents, Water Police Branch ask the Board of directors to Lobby the Executive Board similar in payment to those of other Australian Policing Jurisdictions.

Moved: Tim Savich Seconded: WITHDRAWN

2.31 WATER POLICE BRANCH Conference directs the Board of Directors to lobby the Executive Board for an allowance to be paid to Police Divers and Dive Supervisors who undertake the subsurface recovery role, in recognition of the high-risk work environment and potential long-term physiological on effects on the body, subject to completion of commercial qualifications under the Australia Diving Accreditation Scheme (ADAS), Restricted Occupational SCUBA to 30m (Part 1), Restricted Occupational SSBA to 30m (Part 2).

Explanation Currently all underwater recovery operations throughout the Western Australia are completed by the Western Australia Police Force Dive Squad (WAPFDS). The squad consists of eight sworn officers who are commercially qualified under the Australian Diving Accreditation Scheme (ADAS) and Australian Standard 2299.

The skillsets required of a Dive Squad Member to be able to achieve the units charter is quite exhaustive and must be maintained through courses and ongoing training. The following additional skills include but are not limited to: • Diploma of Occupational Diving: • ADAS Part 1 SCUBA • ADAS Part 2 SSBA • ADAS Onshore Supervisor Part 1 • ADAS Onshore Supervisor Part 2 • ADAS Dive Medical Technician • High-risk diving work risk management • Technical maintenance skills (certificate of qualifications required) • Maintenance of physical strength and endurance to meet the annual Dive Medical Test • Marine Stingers and Predator Management • Confined Space skills

• Small-boat handling skills • Marine and land navigation skills • Marine Radio Operator • Marine GP/Deckhand • Advanced First Aid skills • Oxygen and Defibrillation skills • Underwater crime scene investigations, photography and evidence retention skills • Investigation and preparation of Diving-Related Death Reports for the State Coroner.

There are a range of diving environments that WAPFDS members dive in, however, the majority of diving operations are conducted in black and/or contaminated water. It is one of the few activities that can be fatal as a result of a small mistake. Each diver is trained in the correct use of equipment, the restrictions on bottom time because of depth and the necessity to limit the rate of ascent to lessen the chances of suffering a potentially fatal gas embolism. In black water, divers can become easily trapped in or under unseen objects such as logs, shopping trolleys and vehicles, particularly if wearing SCUBA equipment. The strict nature of police diving has ensured a number of back-up systems, which to date has resulted in no police diverelated fatalities in Western Australia. The number of dive-related fatalities in the commercial area is approximately 3 per year.

Prior to each diving operation, comprehensive risk assessment is conducted to reduce any risks that could be exposed to diving personnel to an acceptable level. In some instances, where these risks cannot be mitigated past an acceptable level, the risk is accepted by the WAPFDS and the operation conducted.

All divers undergo regular physical assessments to ensure they have the required fitness for their role, conducted biannually. In addition, divers are required to undergo a comprehensive health evaluation and diving fitness assessment every 12 months medical by a qualified hyperbaric doctor to ensure they are medically fit in line with the Australian Standards 2299.

Other policing jurisdictions recognise the risk and qualifications obtained by personnel in the form of a specialist allowance. New South Wales Police provide a grading system in which a Police Diver receives a Grade Two allowance between $1,908-$2,541, subject to length of time after appointment.

Given these considerations and that the WAPFDS is a dual-role position (Water Patrol Officer/Diver), Water Police ask the Board of Directors to Lobby the Executive Board similar in payment to those of other Australian Policing Jurisdictions on a per dive basis (as a dive team) in recognition of the highrisk work and potential long-term physical and mental impacts on the body.

Moved: Tim Savich Seconded: WITHDRAWN

2.32 WATER POLICE BRANCH Conference directs the Board of Directors to include Water Police Officers who hold significant qualification to be paid an allowance of 10% of the base salary rate of the employees’ substantive rank. This remuneration is to be provided by the Western Australia Police Force and is not to be detrimental to the wage offer to all officers in any Industrial Agreement negotiations.

39 POLICE NEWS DECEMBER 2021

Explanation Water Police Branch are seeking a “Water Police Allowance” to be added to the EBA, much the same as the TRG, Forensic or IA allowance of 10% of the base salary rate of the employees’ substantive rank.

Water Police fulfil the legislated Hazard Management Agency (HMA) responsibility for the Commissioner of Police (CoP), responding to and coordinating Marine Search and Rescue (MARSAR) incidents throughout Western Australia. Response and coordination are managed by a qualified Search and Rescue Mission Controller (SARMC) who undertakes either a diploma or advance diploma in Search and Rescue Management.

The SARMC role is fulfilled by a Police Officer of any rank (typically a Senior Constable) who essentially acts in the role of a shift supervisor. In the metropolitan area, a SARMC undertakes the role of a Police Commander for level one incidents and the role of a deputy police commander for level two.

As comparison in regional WA this role is performed by an inspector or above.

Any relevant Water Police-related tasks are assessed, vetted and actioned appropriately by the SARMC. In comparison other Police-related tasks such as a Welfare Checks or Family Domestic Incident must be vetted by the rank of Sergeant.

In addition to the SARMC role, Constables ranks also fulfil two other service areas: vessel and diving operations. Each of these service areas command a large responsibility in their respective role.

Moved: Tim Savich Seconded: Brad Bird CARRIED

2.33 WEST KIMBERLEY BRANCH Conference directs the Board of Directors to negotiate with the Commissioner of Police to introduce remuneration for officers undertaking investigations in accordance with the expectations of the Western Australia Police Force under the Investigation Doctrine according to the officer's designated ilevel (i1 to i7) replacing the current Investigation Allowance. This remuneration is to be provided by the Western Australia Police Force and is not to be detrimental to the wage offer to all officers in any Industrial Agreement negotiations.

Explanation The Investigation Doctrine of the Western Australia Police Force provides: "Crucial to the successful resolution of an investigation is the deployment of suitably trained and experienced officers. The WA Police Force uses the ilevels to ensure the management of an investigation is conducted by an appropriately qualified individual."

And further in respect i4 to i7: "The SIO/IO must have the contemporary skills and knowledge to conduct the investigation."

And further:

Vessel operations require constable ranks to obtain three distinct qualifications: Australian Marine Safety Authority (AMSA) qualifications, Coxswain Grade One (near Costal), Master less than 24m and Marine Engine Driver Grade II. With successful completion of the latter two, a Constable of any rank can master WAPF’s largest vessel, 17.7 metre ($2.5 million) Cygnet V. Responsible for the lives and safety of crew and passengers (between 4 and 24 Persons) they can potentially be deployed out to 200 NM off the Australian Mainland Coast. Even smaller vessels, officers with a Coxswain Grade One near Costal Qualification are responsible for a police asset worth $800,000 and up to 7 other persons on board.

Diving operations require police officers to undertake commercial diving, accredited by the Australian Diving Accreditation Scheme (ADAS) in line with the Australian Standard 2299.

Known as “Part 1” and “Part 2”, these qualify officers to undertake commercial diving work up to a depth of 30 metres. In the commercial sector, (depending on the area of work and level of ADAS qualification) divers can make up to $2,000 a day, which may entice officers away, depriving the agency of capability.

Other aspects of the role encompass a large technical knowledge and expertise in servicing and maintaining equipment, preparing expert reports and delivering expert evidence for the state coroner. In addition, divers also undertake on-shore dive supervisor qualifications (to 30 metres), which qualifies them to run diving operations. This places additional responsibility on the officer, responsible for any mistake or injury incurred during the operation.

Again, this role can be undertaken by Constable of any rank.

Given the above, WP allowance is requested in recognition of the increased critical decision making, responsibility and expertise mostly by members less than the rank of Sergeant.

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"...the focus is on the ongoing management of an investigation to ensure it is allocated to suitable business units and managed by appropriately qualified investigators. An IO will be appointed in all instances. Consideration must be given to their accredited investigation level (ilevel), skills, knowledge, experience and availability."

Yet all investigators are remunerated the same. Detectives are paid a flat rate investigative skills allowance amounting to $1.38 per hour, which is based on occupying a position and not associated with knowledge and skills, years of experience, or the designated ilevel.

The Western Australia Police Force attempted to introduce remuneration for the ilevels through the 2012 Industrial Agreement negotiations, which was to be funded from the percentage on offer to all officers. This is not to occur. The funding of ilevels is not to be to the detriment of all officers in any Industrial Agreement negotiation.

Moved: Michael Sedgman Seconded: Lindsay Garratt CARRIED

2.34 FINANCIAL CRIMES BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to introduce remuneration for officers undertaking investigations in accordance with the expectations of the Western Australia Police Force under the Investigation Doctrine according to the officer’s designated iLevel (i1 to i7). The current Investigative Allowance is to be the base level for i4 investigators. This remuneration is to be provided by the Western Australia Police Force and is not to be detrimental to the wage offer to all officers in any Industrial Agreement negotiations.

Explanation The Investigation Doctrine of the Western Australia Police Force provides:

of Police to ensure the appropriate shift penalty is paid for a 44-hour shift which is worked where a normal shift would attract a penalty rate.

"Crucial to the successful resolution of an investigation is the deployment of suitably trained and experienced officers. The WA Police Force uses the ilevels to ensure the management of an investigation is conducted by an appropriately qualified individual."

Explanation Currently officers miss out on a shift penalty which they would ordinarily be entitled to on a normal shift, where the 44-hour shift is rostered on a day shift weekend or evening shift after night shift. The rostering of 44-hour shifts should be so not at the officer’s detriment where they lose a penalty they would ordinarily be paid should a normal shift have been worked.

And further in respect i4 to i7: "The SIO/IO must have the contemporary skills and knowledge to conduct the investigation."

And further: "...the focus is on the ongoing management of an investigation to ensure it is allocated to suitable business units and managed by appropriately qualified investigators. An I0 will be appointed in all instances. Consideration must be given to their accredited investigation level (ilevel), skills, knowledge, experience and availability."

Moved: Glenn Wishart Seconded: Dejan Pavlovic CARRIED

2.37 NORTH PILBARA BRANCH Conference directs the Board of Directors to negotiate with the Commissioner of Police to amend the calculation of the 44-hour shift to be paid at 1.5 times for the first 3 hours and double time for the subsequent 5 hours.

The Western Australia Police Force attempted to introduce remuneration for the ilevels through the 2012 Industrial Agreement negotiations, which was to be funded from the percentage on offer to all officers. This is not to occur. The funding of ilevels is not to be to the detriment of all officers in any Industrial Agreement negotiation.

Explanation Currently a 44 shift is calculated at 13 times the base hourly rate (S. 13(8) (b) Industrial Agreement 2020). However, all other areas receiving recall overtime (VRD etc) are paid at 1.5 for the first three hours and double time for subsequent hours worked. Example: A Senior Constable (Increment I) receives $766.89 (pre-tax) for a 44hr shift calculated at 13 times the base hourly rate. A Senior Constable (Increment 1) would receive $855.38 (pre-tax) for a 44hr shift if calculated at 1.5 times for the first 3 hours and double time for the subsequent 5 hours. Resulting in $88.49 increase in earnings per 44-hour shift worked. There are currently instances where Managers/OICs roster staff on 44 hour shifts on weekends/afternoon/night shifts. This results in loss of penalties for staff. 1 July 2020: Weekend allowance $44.12/Afternoon shift allowance $50.22/Night shift allowance $75.35.

Moved: Peter Birch Seconded: WITHDRAWN

Moved: Glenn Wishart Seconded: WITHDRAWN

Yet all investigators are remunerated the same. Detectives are paid a flat rate investigative skills allowance amounting to $1.38 per hour, which is based on occupying a position and not associated with knowledge and skills, years of experience, or the designated ilevel.

2.35 MIDLAND BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to amend EBA S.12(7)(a) to factor shift duration into Shift Types.

Explanation Shift type definitions currently do not distinguish between shift length.

Amending shift types to depend on the time at the mid-point of the shift worked (excluding unplanned overtime) will provide a financial disincentive to such practices and/or more fairly compensate members when it is required for operational reasons. Current definitions allow the exploitation of Ellenbrook constables in particular as they are routinely required to work 1000 starts to cover short-staffed afternoon shifts, effectively working a day shift start until relieved by night shift. This creates a substantial impact on family/personal relationships and fatigue levels, especially when mixed in with 0600 start shifts during the same week, without any compensation.

Moved: Narelle Kiddey Seconded: Brad Bird CARRIED

2.36 NORTH PILBARA BRANCH Conference directs the Board of Directors to negotiate with the Commissioner

2.38 WEST PILBARA BRANCH Conference directs the Board of Directors to negotiate with the Commissioner of Police to change the way the 44-hour shift worked by Regional WA Police is calculated.

Explanation Currently a 44 shift is calculated at 13 times the base hourly rate. However, all other areas receiving OT is paid at 1.5 for the first three hours and double time for every hour after that, including one or two hours of travel depending on the type of day off they are currently on. A 44-hour shift based on a Sergeant Increment 4 (highest Increment) hourly $53.34 equals $693.42, take away 32.5% (Lowest possible for this wage) tax equals $225.36 leaves $468.05 take home. GROH rent in RWA is currently $540 per fortnight. So based on the above figures and officer (Sergeant) is out of pocket $71.64 just to pay for their rent. Currently there are day to day recalls, voluntary recalls to duty, OP Tide, and OP Heatshield which conduct recalls regularly who receive the correct OT hourly rates. The same Sergeant receiving an 8 hour recall $773.43 + $106.68 Travel total $880.11 minus 32.5% tax equals $594.07. The officers doing any recall to duty benefits $126.02 for voluntarily returning to duty. However, RWA officers where the 44 hour shift is worked do not have this option as it is part of working within RWA. 41 POLICE NEWS DECEMBER 2021

The 44-hour shift officer loses one day weekly leave, time with family and friends and respite as he must do a 44 shift.

Moved: Dejan Pavlovic Seconded: WITHDRAWN

2.39 WEST KIMBERLEY BRANCH Conference directs the Board of Directors to negotiate with the Commissioner of Police to change the way the 44-hour shift worked by Regional WA Police is calculated.

Explanation Currently a 44-shift is calculated at 13 times the base hourly rate. However, all other areas receiving OT is paid at 1.5 for the first three hours and double time for every hour after that, including one or two hours of travel depending of the type day off they are currently on a 44-shift based on a Sergeant Increment 4 (highest Increment) hourly $53.34 equals $693.42, take away 32.5% (Lowest possible for this wage) tax equals $225.36 leaves $468.05 take home. GROH rent in RWA is currently $540 per fortnight. So, based on the above figures and officer (Sergeant) is out of pocket $71.64 just to pay for their rent. Currently there are day to day recalls, voluntary recalls to duty, OP Tide, and OP Heatshield which are conduct recalls regularly who receive the correct OT hourly rates. The same Sergeant receiving an 8 hour recall $773.43 + $106.68 Travel total $880.11 minus 32.5% tax equals $594.07. The officers doing any recall to duty benefits $126.02 for voluntarily returning to duty. However, an RWA officer where the 44 shift is worked does not have this option as it is part of working within RWA. The 44-shift officer loses one day weekly leave, time with family and friends and respite as he must do a 44 shift.

Moved: Michael Sedgman Seconded: WITHDRAWN

2.40 EXECUTIVE MOTION Conference directs the Board of Directors to change the way the 44-hour shift worked by Regional WA Police is calculated at overtime rates.

Explanation Currently a 44 shift is calculated at 13 times the base hourly rate. However, all other areas receiving OT is paid at 1.5 for the first three hours and double time for every hour after that, including one or two hours of travel depending of the type day off they are currently on. A 44 shift based on a Sergeant Increment 4 (highest Increment) hourly $53.34 equals $693.42, take away 32.5% (Lowest possible for this wage) tax equals $225.36 leaves $468.05 take home. Currently there are day to day recalls, voluntary recalls to duty, OP Tide and OP Heatshield which are conduct recalls regularly who receive the correct OT hourly rates. The same Sergeant receiving an 8 hour recall $773.43 + $106.68 Travel total $880.11 minus 32.5% tax equals $594.07. The officers doing any recall to duty benefits $126.02 for voluntarily returning to duty. However, a RWA officer where the 44 shift is worked does not have this option as it is part of working within RWA. The 44-shift officer loses one day weekly leave, time with family and friends and respite as he must do a 44 shift.

Moved: Jason Gentilli Seconded: Michael Sedgman CARRIED 42 POLICE NEWS DECEMBER 2021

2.41 FREMANTLE BRANCH Conference directs the Board of Directors to ascertain and provide a definition for operational frontline officers and to argue for a ‘frontline allowance’ for officers who fall under this definition.

Explanation Frontline officers, specifically general duties and suburban detectives often come face to face with significant trauma or violence which can result in mental health issues, compassion fatigue, stress-related illnesses and have a knock-on effect in our personal lives. The constant adrenaline of attending high-risk family violence and mental health (229 and 248’s) incidents can negatively affect our physical and mental health. Constant pressure from DOS, our Supervisors and members of public, including higher scrutiny with the advent of BWC has increased frontline stress immensely. Having less staff to attend jobs due to Op Tide secondments and officers leaving the job is having a serious effect on morale of officers. As detailed in Acting Assistant Commissioner Adams email dated 13 September 2021, he stated, ‘As discussed with the Union Board, I will always support 10-hour shifts for the general duties tasking officers attached to Police Stations. The work they undertake is continuously dynamic, with the likelihood of violence being directed towards these response officers being very real and consistently present. Ten-hour shifts enable an extra day of respite for these officers to assist the management of their welfare, given the risk environment they are subject to. Additionally, the regular requirement of night shift within the general duties tasking roster cycle is a unique circumstance that is taxing on the body/mind and further contributes to my position that 10-hour shifts for general duties tasking officers is a fundamental requirement.’ In line with his statement here, the pressures of frontline general duties officers are acknowledged albeit this was in relation to Detectives changing their roster to work an eight-hour afternoon shift to provide more coverage and implied suburban Detectives do not need as much respite as GDs. Moved: Rosanna McKee Seconded: Brad Bird CARRIED

2.42 JOONDALUP BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to introduce a frontline allowance for officers who are actively deployed to frontline high-risk positions.

Explanation Currently frontline officers are exposed to increased risk being on the road compared with their colleague who occupy non-frontline roles. Officers who are actively responding to tasks and high-risk calls day in day out receive the same remuneration as those who occupy positions which do not require any risk or exposure. With the recent developments during the pandemic new level of risk was introduced for frontline officers who were often entering situations with limited information relating to potential COVID-19 exposures. It is the opinion of the Joondalup Branch that those officers who face increased risk in frontline positions should be remunerated for this risk to not only compensate them for the additional risks they face but also incentivise frontline positions.

Moved: Benjamin Giff Seconded: WITHDRAWN

2.43 PERTH BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to apply an Attraction Allowance for officers working at Perth Police Station.

Explanation Perth Police Station has a long history of not being able to attract suitably qualified officers. Working at Perth Police Station means having to pay for parking due to the lack of public transport opportunities when working early and late shifts. The entertainment precinct significantly challenges on officers’ resilience to relentless belligerent and violent members of the public. The subdistrict has frequent critical incidents involving public suicide attempts, armed offenders and serious assaults. The lack of interest by experienced officers has created a situation where more than 60% of the tasking staff are probationary officers. These officers have little or no exposure to a police tasking role, let alone a role like Perth.

Moved: Aaron Hickey Seconded: Christine Frey CARRIED

2.44 ARMADALE GOSNELLS BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to implement measures to assist in making General Duties Policing more attractive, such as the introduction of a “General Duties Allowance” for Police Officers who are attached to a workplace that ends in “Police Station” and who perform these duties on a regular basis (not the one-off events that are undertaken by those in back-office areas/roles now and then).

Explanation General Duties policing is the backbone of any Police agency. They are the first responders in almost all cases and are relied upon to provide quality service and essentially be the face of the agency to most members of the public, however, they are without doubt the most neglected in relation to resourcing. They are often the most criticised by other units and sections and are the most scrutinised based on the volume of work they perform. The branch proposes that steps be taken to make General Duties more palatable and attractive, to not only attract seasoned officers but also retain them.

Moved: Paul Burke Seconded: WITHDRAWN

eligibility of Forensic Qualification Allowance remains with the Employer.”

In its current form it allows for unfair and inequitable application of the Allowance.

Moved: Narelle Kiddey Seconded: Glenn Wishart CARRIED

2.46 MIDLAND BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to Amend EBA S.36(3)(a) to give Health, Welfare & Safety Division authority to grant sick leave.

Explanation H&W are making efforts to provide assistance to members exposed to a range of critical incidents. For members suffering the emotional effects of such incidents, disclosing, and recounting the feelings can be traumatising all over again every time they have to go through the details.

Without H&W authority to approve S/L, no matter how well-intentioned that contact might be, the member will have to repeat the trauma of disclosing and recounting the experience and feelings yet again, to a Medical Practitioner, before they can obtain a medical certificate. Granting the authority to H&W (with the member’s consent) would create greater incentive to be open about experiences and feelings improving chances of recognising a member in crisis in time to provide substantial quality support.

Moved: Narelle Kiddey Seconded: Phil Meatyard CARRIED

2.47 MIDLAND BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to amend EBA S.14(c)(ii) & (iii) Overtime Meal Allowances to remove the requirement to certify purchasing a meal on overtime.

Explanation How often do officers on extended overtime actually get to take the 30-minute meal breaks they're entitled to, let alone have the opportunity to purchase a meal? Putting the onus on the employer to provide a break and a meal, rather than let officers push through fatigue to go home, is much more likely to see refreshed and renourished officers’ work standards remain high and reduce fatigue risks for officers travelling home after long shifts.

2.45 MIDLAND BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to vastly simplify the forensic qualification allowance simplified along the lines of the internal investigation allowance. To include all forensic personnel including Forensic Field Operations and DFIO both country and metro. The qualifications to be allowed to be included in a readily accessible sheet and to include all previous qualifications allowed.

Explanation The FQA is being administered on what appears to be an ad hoc basis based on fluctuating grounds and management. There are staff with full bachelor’s degrees denied the allowance based on their current location.

Even at the conclusion of an industrial relations appeal, where the grounds for doing so were revealed to be incorrect, revert to the catch-all clause 12 "Sole discretion regarding the determination and assessment for

Moved: Narelle Kiddey Seconded: Brad Bird CARRIED

2.48 MFPF BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police that Rest Days taken by officers stationed at an MFPF will be treated in the same manner as annual or long service leave but not appended to these leave types. They can be taken singularly or as a three-day break when combined with two weekly leave days. OICs are to request relief for the duration of the one or three days and relief is to be provided subject to availability of staff.

Explanation MFPF Officers, like all Officers, are entitled to take Rest Days.

43 POLICE NEWS DECEMBER 2021

Working at a MFPF typically requires Officers to be recalled to duties during Weekly Leave and occasionally during other leave. It is not unusual for Officers to be unable to avail themselves of opportunities for respite for months at a time. It is increasingly acknowledged that working in remote locations can place additional psychological pressures upon Officers and as stated in the current WA Police MFPF guidelines: Managers should be cognisant of officers becoming fatigued due to ongoing demand where they are unable to manage respite. Under these circumstances managers may consider the provision of short-term support to enable officers subject to fatigue to gain respite outside the community. Rest Days taken by Officers without the provision of relief will typically be interrupted by recalls to duty undermining the purpose of the award.

Moved: Gareth Reed Seconded: Glenn Wishart CARRIED

2.49 MFPF BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police that all MFPFs are to be considered as ‘North of the 26th Parallel’ for all purposes, including annual leave and travel allowance provisions.

Explanation The Warburton MFPF is positioned 15km south of the 26th, nearby Blackstone MFPF is 200m north of the 26th, Warburton MFPF is the only MFPF in the state that is not above the 26th parallel. Over 80% of Warburton MFPF subdistrict is north of the 26th. Warburton MFPF is the furthest by road to a major town (with Coles/Woolworths/Post Office etc) it is approximately 900km to Kalgoorlie, or 1,000km to Alice Springs. Comparing Warburton MFPF to other stations in the state that are above the 26th parallel, Warburton has extreme remoteness and significantly less resources and comforts. Considering all the intents, purposes and nature of treating stations as north of the 26th as different to the rest of the state, Warburton MFPF fully covers all aspects, taking into consideration the remoteness, travel time, climate, facilities, services, and whole package of Warburton MFPF therefore for all purposes, it should be considered as north of the 26th. The main differences in treating all MFPFs as North of the 26th relates to the annual leave provisions (7th week) and travel allowance provisions for relief officers. Warburton officers currently receive 6 weeks of Annual Leave per year, this is the only MFPF in the state that does not get the 7th week of annual leave simply because the community where the MFPF was built is 15km south of the line, comparing it to nearby Blackstone MFPF which is built 200m north of the line that runs through the community, and comparing it objectively to other Police Stations, by all aspects, is unfair. In regards to relief officers claiming Travel Allowance, the difference of being considered above or below the 26th is worth about $35 per day ($245 per week) difference, making Warburton much less attractive for relieving officers, and also unfair when compared to nearby Blackstone and Warakurna MFPFs, it is not uncommon for relief officers to reject a Warburton relief opportunity however happily go to Warakurna or Blackstone.

This would be of very small cost to the agency, as there would only need to be 160 hours of annual leave given as a result of the motion being passed, this is to provide the 4 x FTEs with 40 hours each. Another cost would relate to Travel Allowance. If this motion is passed, backpay to be considered for annual leave for 12 months prior.

Moved: Gareth Reed Seconded: Graeme Macey CARRIED 44 POLICE NEWS DECEMBER 2021

2.50 SOUTH EAST EYRE BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to change employment terms and conditions for Regional WA Commissioned Officers to align with the same employment conditions as an OIC Country Resident.

Explanation Presently, RWA Commissioned Officers do not attract any additional allowances of increased salary rate when transferred to the RWA positions. As such, Commissioned Officers are required to work long hours, without remuneration, pay GROH rent and work an additional day in 44-hour shift locations and do not attract and additional salary despite the extra responsibility and conditions the role attracts. Unlike their metropolitan colleagues who have the support of SOCC, On-Road Supervisors and the like, Goldfields – Esperance Commissioned Officers are placed on call, only attracting the ‘on-call’ allowance for the week they are rostered.

However, all Commissioned Officer staff take calls after hours from the OICs and staff who they are directly responsible for in support of their staff and people. South East Eyre Branch raised this concern, understanding the significant hours our DO team have worked in this District due to the number of Emergencies in this District, which have included the Norseman Fire Complex, Numerous Shark attacked and lost persons in Esperance, Esperance Fire, COVID-19, Isolation centre requirements in the early phases of the pandemic as well as supporting staff in general. Unbeknown to the DO team, the South East Eyre Branch recognise the incredible work completed by our DO and support this motion as sensible, fair approach in respecting the work down and hopefully attracting high-quality Commissioned Officers to the District in the future.

Moved: Ryan Devine Seconded: Aaron Honey CARRIED

2.51 CENTRAL MIDLANDS BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to implement an On-Call allowance for officers in Regional WA who are expected to respond to tasking outside of rostered hours.

Explanation An Inspector/Superintendent (On-Call Officer) within Regional WA receives an On-Call allowance when they are rostered as ‘On-Call’ within their district.

They are paid an allowance for every hour outside of their normal working hours. Stations within Regional WA that do not have 24-hour coverage are reliant on officers being recalled outside of rostered working hours when required. The implementation of an On-Call allowance would mean that two officers would be nominated for the times that there are no staff rostered on, allowing other officers the peace of mind knowing that they will not be recalled.

Moved: Jake Hendry Seconded: WITHDRAWN

2.52 MURCHISON BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to implement an On-Call allowance for officers in Regional WA expected to respond to tasks received outside of rostered hours.

Explanation An Inspector in Regional WA is paid an On-Call allowance when he is nominated within the district, generally on a weekly basis. They are paid for every hour outside of normal business hours which equates to over $800 per week. The COP expects officers to be available and to respond to out-of-hours callouts when required. This would only require two officers to be nominated at times there are no rostered staff on duty and provide other staff the “right to disconnect” from work knowing they will not be recalled. For too long the COP has just relied on colleagues being there for each other, however, this is now not applicable in the current climate.

that is independent to the workplace and where the member has the whole day to accommodate the appointment and can discuss any issues of their choice (professional or personal or both) would assist our members better manage and understand their mental health. If further sessions are identified as being needed, they can be booked through Converge and a maximum of six can be supplied prior to the member needing to seek alternate options.

All Converge appointments are covered by the WA Police Force and members will not be out of pocket. Members should be able to claim an appointment with their private provider as a non-work-related medical appointment in line with current policy.

Moved: Phil Meatyard Seconded: WITHDRAWN

Moved: Ryan Barnes Seconded: WITHDRAWN

2.53 LEEUWIN NATURALISTE BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to implement a heating subsidy for Officers in the South West Region.

Explanation An air-conditioning subsidy is available for Police personnel in the northern part of our state, which is understandable given the hot temperatures. The South West has some of the coldest temperatures in the state and we would seek the availability of a heating subsidy for police personnel during the severe winter months (June-August), which could be adjustable to location.

Moved: Bryn Papalia Seconded: Dejan Pavlovich CARRIED

2.56 SERIOUS AND ORGANISED CRIME BRANCH Conference directs the Board of Directors to continue to lobby government in future Industrial Agreement negotiations for five unconditional rest days in total.

Explanation The physical, mental and emotional requirements of the current policing environment are taking a significant toll on our members and additional rest days will allow members to take a small break when required without having to negotiate annual or long service leave last minute with OICs and Supervisors. Additional rest days also ensure our members are able to utilise their sick leave allocation when subject to illness. The additional rest days should be unconditional, not subject to a state of emergency or the extra leave provisions that our colleagues in the north of the state are entitled to.

2.54 PERTH BRANCH Conference directs the Board of Directors to negotiate to include the option to ‘sell’ their leave as part of the Industrial Agreement negotiations 2022.

Explanation This has become even more relevant with the current COVID-19 climate and the lack of ability for anyone to travel anywhere. I know for myself and I’m sure a lot of others this has created a position where I would rather be at work than taking time off for no real purpose.

Moved: Aaron Hickey Seconded: Kevin Guy LOST

2.55 SERIOUS AND ORGANISED CRIME BRANCH Conference directs the Board of Directors to lobby government in future Industrial Agreement negotiations for an additional rest day where members are required to book and attend annually an appointment through Converge, or the relevant EAP provider, or their own private provider with a mental health professional on that rest day to discuss any issues of their choice.

Explanation Improving mental health well-being is a focus for our members and as the physical, mental and emotional requirements of the current policing environment increase the stressors on our members in both their personal and professional lives are also increasing. Research shows members are reluctant to engage with mental health professionals when it is linked to the employment agency and many do not recognise they have the start of a problem. A mandatory annual appointment with a mental health professional

Moved: Ryan Barnes Seconded: Peter Birch CARRIED

2.57 WEST KIMBERLEY BRANCH Conference directs the Board of Directors to negotiate with the Commissioner of Police to review payment of the Free Pass to the Coast on a pro rata basis for officers in Regional WA. Explanation Currently policy is you will leave your location either before you complete the 4th year of your tenure or very soon after that or you could face a managementinitiated transfer. Therefore, this usually only enables them to take 3 free passes instead of 4 even though there is usually pressure to leave prior to ticking over into their 5th year. Due to the final year tenure constraints, we should be able to take the final Free Pass on a pro rata basis in that if you complete more than 6 months you are entitled to half the value, 9 months you are entitled to three-quarters of the value and if you leave within 8 weeks you get full entitlement.

Moved: Michael Sedgman Seconded: Bryn Papalia CARRIED

2.58 WEST KIMBERLEY BRANCH Conference directs the Board of Directors to immediately lobby the Commissioner of Police to consider providing all current and future officers based at Derby Police Station / Detectives Office with free rent and, on completion of minimum 12 months tenure, preferential placement.

45 POLICE NEWS DECEMBER 2021

Explanation In recent times there has been a significant turnover of senior staff. Vacant positions have been difficult to fill with two remain unfilled since November 2020 due to no applicants. At one time there were six vacancies for a considerable period of time. To alleviate staff shortages and fill vacancies the station probationary constable numbers increased from two to five. At time of submitting the motion Derby has a total of 7 vacancies advertised (5 additional FTE allocated to maintain CS and CS capacity, at close of applications on Friday 10 September 2021 one was received and has been processed).

Officers stationed in Derby PS (23 FTE) are afforded $7,436 pa District Allowance, extended air con subsidy, 44-hr shift, a free pass to the coast.

Total basic benefit on transfer $21,709 pa. The town has no dentist, no regularly practicing private doctor (for medical treatment staff attend Derby Hospital outpatients or have to travel to Broome), limited shopping outlets, although on the coast no beach to swim at due to large tides, brown water and predators. A recently introduced commercial flight Broome-Derby-Broome that runs three times a week, return airfares costing $238, structured around commercial flight times Broome to Perth and one of the highest fuel costs continually throughout the year.

Derby Police Station is located 200km north of Broome situated on the shores of King Sound. At the 2016 census, Derby had a population of 3,325 with 47.2% of Aboriginal and Torres Strait Islander descent. In 2020 the Derby Tourism Centre (Shire Derby / West Kimberley) advised the population was 4,500 with half identifying as Aboriginal Australians.

In comparison; South Hedland and Ravensthorpe stations used as they are identified on the RWA Intranet page as comparison stations for work benefits.

South Hedland PS (SO FTE) are afforded $9,299 pa District Allowance, 44-hr shift, air con subsidy and free rent valued at $13,312 plus a free pass to the coast. Total basic benefit on transfer $36,884 pa. Full services (private doctors, dentists and hospital), large shopping centres, close to Karratha, numerous commercial flights to Perth and ocean access.

Derby is an extremely busy station with significantly higher family domestic violence rates per capita than most other locations in the state and violent alcohol offending. The station is rostered 24/7 with a 3-hour exception on Monday mornings, rosters are 8-hour shifts and predominately afternoon, evening and nightshift with the 44-hour shift worked on either a Saturday or Sunday to maintain suitable staff numbers. Staff are regularly recalled to duty to maintain community safety due to high workloads of rostered staff and also continuous duty to provide adequate overnight custodial care. The rosters associated with high work demands and limited options for out-ofwork relaxation is stressful and both mentally and physically challenging and fatiguing. When comparing the recreational and facility availability/ opportunities between for instance Derby and South Hedland along with available incentives, staff at Derby Police Station by FTE contribute significantly more policing pressures with fewer resources and financial detriment.

Ravensthorpe PS (3 FTE) are afforded $15,000 attraction/retention payment, $2,043 pa District Allowance, and free rent valued at $13,312, a free pass to the coast and preferential metro placement on completion of minimum tenure. Total basic benefit on transfer $32,355 pa.

Broome PS are afforded $8,361 pa District Allowance, 44-hr shift plus a free pass to the coast and seasonal air con subsidy. Total basic benefit on transfer $22,634 pa. Full services (private doctors, dentists and hospital), large shopping centres, numerous commercial flights to Perth and ocean access.

Workload Comparison

FTE as at FDV I/Rs General I/Rs

01.08.21 Calendar Year 2020 Calendar Year 2020

FDV I/Rs Calendar Year up to 11.08.2021

General I/Rs 2021 Calendar Year up to 11.08.2021

CAD tasking 2021 calendar year to date (31/08) P2/3/4

Total basic benefit on transfer

Derby 23

1,060 46.08 / fte

2,019 87.5 / fte

576 25.0 / fte

1,179 51.20 / fte

4,952

$21,709 pa

South 53 Hedland

1,042 19.66 / fte

2,876 54.26 / fte

755 14.25 / fte

20,44 38.56 / fte

7,194

$36,884 pa

Ravensthorpe 3

6 2 / fte

70 23.33 / fte

5 1.6 / fte

34 11.3 / fte

193

$32,355 pa

Broome 58

1,867 32.2 / fte

5,025 86.6 / fte

1,234 23.27 I fte

3,387 58.39 / fte

12,208

$22,634 pa

46 POLICE NEWS DECEMBER 2021

Recruitment advertisements and actively seeking out potential staff has been unsuccessful. Most if not all eligible or suitable officers (apart from schooling issues) state that they would be more than happy to transfer to Derby, however, the roster and lack of incentives prohibit them applying. The allocation of free rent and preferential metropolitan placement after completing minimum tenure will encourage officers to make application for current and future vacancies and offset the policing pressures faced by those policing the community in trying and demanding circumstances.

Moved: Michael Sedgman Seconded: Anntoinette Cashmore CARRIED

2.59 PERTH WATCH HOUSE BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to recognise Police Auxiliary Officers (Custody) as “Frontline COVID-19” officers and as such we should receive all entitlements (e.g. one-off payments and rest days) as per sworn officers.

Explanation The Perth Watch House is the only holding facility for potential COVID-19 detainees. When the state is in lockdown the chances of someone positive to COVID-19 coming into the Perth Watch House is extremely high. We are required to strip search them, take their identifying particulars and search their property. At times we process aggressive people or people who selfharm and under extremely difficult circumstances we are required to ensure their safety and the safety of officers. The PPE requirements, while we appreciate they keep us safe and we are grateful to have them, they are onerous and make doing our job more difficult.

Moved: Kate Valentine Seconded: Aaron Honey CARRIED

2.60 PERTH WATCH HOUSE BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to increase PAOs’ personal leave entitlements in line with sworn officers.

Explanation Police Auxiliary Officers’ current personal leave entitlement is 120 hours, which is the equivalent of 12 days, and we feel it is totally inadequate. A large part of our job is processing people who have serious health and hygiene issues. We are exposed to all manner of illness and germs. The Perth Watch House is the only temporary holding facility for people who come into WA from interstate and breach quarantine requirements and also people who are charged while they are under a quarantine direction. As such we are exposed to people who are at the highest risk of having COVID-19. If we have a COVID-19 test we take 20 hours of personal leave to wait for the results. We are also under immense emotional and mental stress constantly. We work in an extremely high-risk environment and it is exhausting. We are required to wear PPE for long periods of time and this is also exhausting. PAOs are reluctant to take personal leave when they’re sick because they are worried they will need it down the track.

Moved: Kate Valentine Seconded: Tim Savich CARRIED

2.61 PERTH WATCH HOUSE BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to make overtime for PAOs cumulative across a rotation/week.

Explanation Currently overtime penalties refresh at the start of each shift. For example, if a PAO works 2 hours overtime on one shift, they are paid time and a half. If they work 3 hours overtime the next day they are also paid time and a half.

We are requesting that our overtime penalties be cumulative in line with sworn officers. PAOs would then be more inclined to do small amounts of overtime, which would help alleviate the staff shortage issues.

Moved: Kate Valentine Seconded: Dave Flaherty CARRIED

2.62 MIDLAND BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to review the current Leave entitlements for all Police Auxiliary Officers (PAOs).

Explanation Currently all PAOs receive 6 weeks – 30 days annual leave per annum. All other WAPOL staff receive 32 or 33 days per annum. Police Officers currently receive 6 weeks (30 days) plus 2 extra days = 32 days in total per annum.

WAPOL Public Servants receive 4 weeks (20 days), 10 public holidays plus 3 public servant days to total = 33 days in total per annum. We would like to apply for equality and consistency in leave approved to all WAPOL staff members to 33 days. On behalf of PAOs, Police Officers and Public servants.

Moved: Narelle Kiddey Seconded: Aaron Honey CARRIED

2.63 PAO PROPERTY BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to review the current leave entitlements for all PAOs. Explanation Currently all PAOs receive 6 weeks – 30 days annual leave per annum. All other WAPOL staff receive 32 or 33 days per annum. Police Officers currently receive 6 weeks (30 days) plus 2 extra days = 32 days in total per annum.

WAPOL Public Servants receive 4 weeks (20 days), 10 public holidays plus 3 public servant days to total = 33 days in total per annum. We would like to apply for equality and consistency in leave approved to all WAPOL staff members to 33 days. On behalf of PAOs, Police Officers and Public servants.

Moved: Lisa Little Seconded: WITHDRAWN

2.64 PERTH WATCH HOUSE BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to review long service leave for all PAOs and Police Officers.

Explanation No explanation provided.

Moved: Kate Valentine Seconded: WITHDRAWN 47 POLICE NEWS DECEMBER 2021

2.65 PAO PROPERTY BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to implement long service leave for all Sworn Police Officers and Police Auxiliary Officers (PAOs) to seven years of continuous service.

Explanation Currently all Sworn Police Officers and PAOs employed on or after 10 January 1995 are entitled to 520 hours of long service leave on reaching 10 years of continuous service. Police Staff working for WAPOL currently receive long service leave entitlement upon 7 years of continuous service. There should be consistency between Police Staff, officers employed before 10 January 1995 and those employed after this date so that all are receiving long service leave after seven years.

Moved: Lisa Little Seconded: Scott Sulley CARRIED

2.66 MIDLAND BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to review long service leave for all Sworn Police Officers and Police Auxiliary Officers {PAOs) to seven years of continuous service.

Explanation Currently all Sworn Police Officers and PAOs employed on or after 10 January 1995 are entitled to 520 hours of long service leave on reaching 10 years of continuous service. Police Staff working for WAPOL currently receive long service leave entitlement upon 7 years of continuous service. There should be consistency between Police Staff, officers employed before 10 January 1995 and those employed after this date so that all are receiving long service leave after seven years.

Moved: Narelle Kiddey Seconded: WITHDRAWN

2.67 PAO PROPERTY BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to provide PAOs’ ability to retain their current pay scale while going through the 26-week recruitment process of Academy.

Explanation Currently all PAOs, Band 1 or 2, that apply and are successful to become a police recruit, upon leaving their current WAPOL positions, are penalised financially in doing so. This occurs in the form of a Recruit wage, which is significantly lower than the PAO wage. This has deterred current Band 1 and 2 PAOs from applying for recruitment. An economic hardship is incurred during the 26 weeks at the Academy that applicants find difficult to overcome.

Band 2 Custody PAOs that have already completed 8 weeks of training at the Academy are treated the same a new applicant. There is no acknowledgement for prior work and knowledge gained whilst working for WAPOL. Whilst they undertake Recruit training they are receiving significantly less wages than when working as a Band 2.

Moved: Lisa Little Seconded: Narelle Kiddy LOST

48 POLICE NEWS DECEMBER 2021

2.68 PAO PROPERTY BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to introduce remuneration for Police Auxiliary Officers (PAOs) attached to Homicide Squad and Sex Crime Division in the form of an Onerous Work Allowance.

Explanation Currently the six PAOs of the Homicide Squad and one PAO of Sex Crime Division undertake daily duties that are distasteful and onerous. Homicide PAOs visit crime scenes that are in situ. Amongst other tasks, they process post-mortem reports, attend the State Mortuary, review CCTV and scene photos, and manage VIPER. The Sex Crime PAO deals exclusively with incidents and property items involving sexual assault and all types of pornography. There is daily contact with offenders when items are due for return to the owner. These PAOs are exposed to distressing, offensive and unlawful material on a daily basis. Recognition should be given as no other PAOs undertake these duties on a daily basis. The PAOs of Homicide Squad and Sex Crime Division should receive commensurate recognition and remuneration in line with the Mortuary Allowance received by government officers under the ‘Government Officers Salaries, Allowances and Conditions Award 1989’.

Moved: Lisa Little Seconded: Jason Filgate CARRIED

2.69 MIDLAND BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to introduce renumeration for Police Auxiliary Officers (PAOs) attached to the Coronial Investigations Squad and Science Investigation Officers attached to the Forensic Division in the form of a Mortuary Allowance.

Explanation Currently the six PAOs of the Coronial Investigation Squad undertake duties that directly involve deceased persons. As part of the coronial process, the PAO attends the State Mortuary to formally identify deceased persons with Next of Kin and handles property items that are directly related to the cause of death (such as ligatures). These duties involve work associated with decomposed and noxious bodies and associated contaminated items, as well as the dealing with distressing content associated with the documentation processing, including autopsy reports and P98 Mortuary Admission Forms. Appropriate recognition should be awarded to these PAOs, as the duties undertaken in this situation are unique, are performed on a daily basis and are comparable to those of the Assistants employed by the Board of Western Australia Centre for Pathology and Medical Research, whose workplace conditions fall under the Western Australian Industrial Relations Commission, 'Government Officers, Allowance and Conditions Award 1989.'

Refer to below excerpt.

55 – Mortuary Allowance (1) Laboratory Technicians and Assistants employed by the Board of Western Australia Centre for Pathology and Medical Research, engaged in mortuary duties associated with Coronial Inquiries shall receive an allowance of $2,428 per annum, payable by fortnightly instalments.

(2) This allowance is compensation for the following matters: (a) the

disabilities involved in the handling of and autopsy work associated with decomposed, obnoxious, vermin infested and infected bodies; and (b) the need to perform work in refrigerated and other low temperature storage areas of the Mortuary.

As Government Officers receive a Mortuary Allowance as part of the 'Government Officers Salaries, Allowances and Conditions Award 1989', the PAOs of Coronial Investigation Squad should receive commensurate recognition and remuneration.

Moved: Narelle Kiddy Seconded: Brad Bird CARRIED

2.70 PAO PROPERTY BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to introduce renumeration for PAOs attached to the Coronial Investigations Squad in the form of a Mortuary Allowance.

Explanation Currently the six PAOs of the Coronial Investigation Squad undertake duties that directly involve deceased persons. As part of the coronial process, the PAO attends the State Mortuary to formally identify deceased persons with Next of Kin and handles property items that are directly related to the cause of death (such as ligatures). These duties involve work associated with decomposed and noxious bodies and associated contaminated items, as well as the dealing with distressing content associated with the documentation processing, including autopsy reports and P98 Mortuary Admission Forms. Appropriate recognition should be awarded to these PAOs, as the duties undertaken in this situation are unique, are performed on a daily basis and are comparable to those of the Assistants employed by the Board of Western Australia Centre for Pathology and Medical Research, whose workplace conditions fall under the Western Australian Industrial Relations Commission, 'Government Officers, Allowance and Conditions Award 1989.'

3.0 LEGAL

3.1 PERTH BRANCH Conference directs the Board of Directors to lobby the state government to introduce mandatory imprisonment for any assaults on WA police officers in an entertainment precinct.

Explanation The intention is to reduce the number of assaults on police within the Northbridge entertainment precinct. Officers are frequently subjected to assaults. Most often the officer’s reaction to the assault prevents it becoming an aggravated assault. This constant threat of injury causes officers to stay in a hyper-vigilant state that has detrimental consequences on their health and ability to do their job.

Moved: Aaron Hickey Seconded: Brad Bird CARRIED

3.2 FREMANTLE BRANCH Conference directs the Board of Directors to research and investigate vicarious liability legislation with a view to exploring the agencies responsibilities compared to other States/Territory police forces.

Explanation No explanation provided.

Moved: Rosanna McKee Seconded: Mark Johnson CARRIED

4.0 OPERATIONS

4.1 WEST KIMBERLEY BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to change tenure, so that those with a maximum tenure of four years can have their tenure changed to four years, plus one year, plus one year, plus one year (4+1+1+1) with time served beyond four years subject to performance.

Refer to below excerpt.

55 – Mortuary Allowance (1) Laboratory Technicians and Assistants employed by the Board of Western Australia Centre for Pathology and Medical Research, engaged in mortuary duties associated with Coronial Inquiries shall receive an allowance of $2,428 per annum, payable by fortnightly instalments.

(2) This allowance is compensation for the following matters: (a) the disabilities involved in the handling of and autopsy work associated with decomposed, obnoxious, vermin infested and infected bodies; and (b) the need to perform work in refrigerated and other low temperature storage areas of the Mortuary.

As Government Officers receive a Mortuary Allowance as part of the 'Government Officers Salaries, Allowances and Conditions Award 1989', the PAOs of Coronial Investigation Squad should receive commensurate recognition and remuneration.

Moved: Lisa Little Seconded: WITHDRAWN

Explanation The restriction of four years of maximum tenure results in numerous losses to the Agency, station, community and individual officers. These could be reduced by allowing performing officers to have the opportunity to stay beyond four years. Due to the limitation of four years regardless of performance, many quality applicants refuse to apply as the fouryear time frame can be vastly disruptive to their families. A seven-year maximum tenure would allow a child to complete either primary or secondary education with stability. Spouses often have the difficulty in being gainfully employed in the community as employers are aware that their employment would be subject to two to four years only. While in a time of fiscal belt tightening, the financial burden borne by the Agency could be reduced by some officers staying beyond four years. There will also be decreased periods of vacant GROH rentals. Officers always take time to adjust to their new surroundings and meet and understand their local PPOs. The officers who have the greatest local knowledge and use it accordingly traditionally have the best performance. Allowing them to stay longer allows continuous gains to be made in a station’s performance. The reasons why tenure was introduced has much to do with anti-corruption measures, fairness and equality to all personnel.

49 POLICE NEWS DECEMBER 2021

Royal Commissions into Police corruption have proclaimed that corruption in Western Australia Police is almost non-existent, negating this argument.

Fairness to Members would still be achieved through natural attrition and the non-extension of time beyond the four years for personnel not meeting performance requirements of their position.

Moved: Michael Sedgman Seconded: Aaron Honey CARRIED

transferring tacit knowledge through mentoring relationships with other officers. When vacated, the “long-term tenure” positions are to be advertised and open to all qualified members including officers currently in short-term tenured positions within respective squad or office (four maximum). The selected applicant’s tenure would be extended to the maximum of eight years (that is not an additional eight years) subject to favourable performance management reviews. The eight years is the maximum and there is no obligation for the incumbent to occupy the position for that full period or part there of beyond the minimum tenure (two years).

4.2 WEST KIMBERLEY BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to introduce to the tenure policy the provisions of 25% of all detective sergeant positions at squads within State Crime Portfolio and detective offices, both Metropolitan and RWA, to be designated as "long­term tenure" positions. The "long-term tenure" positions will have an eight-year maximum and a two-year minimum tenure, and be advertised and filled accordingly.

Explanation Knowledge transfer is a serious problem within the detective squads/offices.

Detectives build up their knowledge and skills in an area of expertise, only to reach the end of their tenure and are required to transfer. There is significant tacit knowledge that is acquired by officers, which cannot be easily handed over to the incoming officer, resulting in the squad's/office's expertise falling, placing officers under unnecessary pressure to upskill. Having 25% of all detective sergeant positions designated as "long-term tenure" positions provides the opportunity for that officer to continue to build knowledge and skills while transferring tacit knowledge through mentoring relationships with other officers. When vacated, the "long-term tenure" positions are to be advertised and open to all qualified members including officers currently in short-term tenured positions within respective squad or office (four maximum). The selected applicant’s tenure would be extended to the maximum of eight years (that is not an additional eight years). The eight years is the maximum and there is no obligation for the incumbent to occupy the position for that full period or part there of beyond the minimum tenure (two years).

Moved: Michael Sedgman Seconded: WITHDRAWN

4.3 FINANCIAL CRIMES BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to introduce to the tenure policy the provisions of 25% of all detective positions at squads within State Crime Portfolio and detective offices, both Metropolitan and RWA, to be designated as “long-term tenure” positions. The “long-term tenure” positions will have an eight-year maximum and a two-year minimum tenure, and be advertised and filled accordingly.

Explanation Knowledge transfer is a serious problem within the detective squads/offices.

Detectives build up their knowledge and skills in an area of expertise, only to reach the end of their tenure and are required to transfer. There is significant tacit knowledge that is acquired by officers, which cannot be easily handed over to the incoming officer, resulting in the squad’s/office’s expertise falling, placing officers under unnecessary pressure to upskill. Having 25% of all detective positions designated as “long-term tenure” positions provides the opportunity for that officer to continue to build knowledge and skills while 50 POLICE NEWS DECEMBER 2021

Moved: Peter Birch Seconded: Michael Sedgman CARRIED

4.4 WEST KIMBERLEY BRANCH Conference directs the Board of Directors to negotiate with the Commissioner of Police to have automatic tenure extension after the first quarter of their final calendar year, to the end of that calendar year, for any officer working in regional WA. Explanation The following reasoning applies and all fall within 'Our Values' under Care: It is further evident under 'Our Principles', specifically within the meaning of 'living and investing within the community in which we serve'.

• Minimise family disruption once settled in a location due to community connection.

• Allow children who have forged their own relationships within the community to finalise their school year at the same time as all other children finalise their school year.

• Allow families some continuity with specialists/doctors due to large wait times and difficulty in getting seen. Once secured, it is very disruptive to try and find a new specialist if forced to move.

• Improve station performance and ability to pass on crucial local knowledge.

• Improve community confidence with longer serving officers still visible and approachable due to years of building positive relationships with their community.

• Greatly improve morale for officers and their partners who are currently forced to leave within current ridged timeframes.

• Improve ability for partners to seek employment – knowing they can finalise a year can be significant in many fields.

Moved: Michael Sedgman Seconded: Glenn Wishart CARRIED

4.5 LEEUWIN NATURALISTE BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to abolish the antiquated and discriminating tenure policy.

Explanation WA Police is the last Police Force in Australia to maintain the continuation of a tenure policy - why? The current tenure Policy has not progressed with current community and the modern family dynamics. The modern family unit is now 78% more likely to have two parents working whilst raising a family.

The times of moving the primary “bread” winner without consideration to the entire family unit is an outdated expectation. The increased pressure on the family unit has further highlighted mental health pressure as a result of

housing, rental pressures and the instability associated with the COVID-19 pandemic. Police are already 70% more likely to have marriages end in divorce due to work pressures, without the current pressures as highlighted. South West Reconciliation Action Plan- Recent meeting with local Wardandi Elders raised and highlighted their concern with a lack of consistency with Police Officers due to the tenure policy. Wardandi Elders expressed concern that it takes time to build trusting relationships and to “heal” past police actions.

Elders identified that Officers only start to become trusted by Aboriginal members and families when they spent time in the community and have a clearer understanding of cultures. The current tenure policy does not allow the building of long-term relationships, which can in turn build trust and respect within the community.

Moved: Bryn Papalia Seconded: Dave Flaherty CARRIED

4.6 LEEUWIN NATURALISTE BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to implement an immediate freeze on all WA Police officers’ current tenure agreements until the tenure review is completed with an equitable and non-discriminatory outcome.

Explanation Tenure restrictions is an outdated Policy given the professionalism and advances in Management of the Western Australian Police Force. i.e. Strategic direction and Code of Conduct. Measurable standards and expectations include Employee Management Files and the introduction of technology to capture the professionalism and accountability of Police personnel.

Moved: Bryn Papalia Seconded: Dave Flaherty CARRIED

4.7 GREAT SOUTHERN BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to remove maximum tenure for Detectives, Prosecutors and Forensic Officers, subject to satisfactory performance, in Regional locations where there is no maximum tenure for uniformed officers (Albany, Bunbury, Geraldton, Kalgoorlie and Northam).

Explanation Currently Detectives, Prosecutors and Forensic Officers serving in Regional locations are subject to maximum tenure, even in locations where general duties officers are not. Where officers wish to remain in these locations beyond their maximum tenure, they are forced to seek alternative positions within that location. The reasons for extended tenure in Regional WA can be for a wide range of reasons, including family, personal and professional reasons. Currently these officers are at a disadvantage within these Regional locations. Forcing officers to seek a different position within that location can lead to a decrease in morale as officers are unable to continue to work within Regional WA in their chosen field (investigations/prosecutions/ forensics), meaning they are unable to pursue further professional development without leaving the location. There would still be a natural turnover of staff from these locations as not all officers will wish to remain in Regional WA for long periods of time, as some officers would still seek to return to Perth for both personal and professional reasons. Amending the tenure Policy at these locations would provide fairness with tenure

being applied equally and allow for these officers to remain in their positions. This has the additional benefit of greatly increasing their local knowledge and intelligence when conducting investigations, providing for better outcomes to the local communities. It is submitted that any issues relating to corruption prevention would apply equally to both general duties and ‘specialist’ officers and therefore fall away given the lack of tenure for uniformed officers.

Moved: Chris Bell Seconded: Gareth Reed CARRIED

4.8 GREAT SOUTHERN BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to institute an appropriate performance management system in lieu of the tenure policy to allow officers to remain in positions with no maximum time limit, subject to satisfactory performance.

Explanation Currently Western Australia is the only jurisdiction in Australia that subjects Police officers to tenure. The arguments for enforcing tenure (corruption prevention etc.) are outdated and no longer relevant in the contemporary Policing environment. There are numerous benefits to removing maximum tenure from all positions, including the retention of specialist knowledge and skills, and the local knowledge that is acquired from having staff in positions for extended periods of time. Furthermore, particularly in Regional WA it would allow officers an increased level of stability and allow them to remain in a single location for the duration of their children’s schooling.

Natural movement would still be achieved via promotion and general transfers. Currently maximum tenure is used as a management tool to remove underperforming or ‘problem’ officers. If a suitable performance management system was implemented, it would force WA Police to address these issues rather than waiting 4 years for the problem to be moved on.

Moved: Chris Bell Seconded: Bryn Papalia CARRIED

4.9 ARMADALE GOSNELLS BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to review the current Promotional Process with a view to creating a system that displays Care, Integrity, Duty and Teamwork and demonstrates transparency and fairness. A working party or review team should be created, which would include at least one Union Director and Union Industrial Officer.

Additionally, measures should be identified as to opportunities for formal training afforded to persons achieving promotional status to better equip them to perform their new roles.

Explanation The current promotional system within WAPF is shrouded with suspicion.

The successful applicants in the last process have been removed from public access when they should be celebrated. New to rank supervisors receive zero to minimal WAPF training in management when they are the frontline managers, coaches and trainers. Currently it appears the process does not consider Regional Deployment and/or Work History and relies too heavily on written applications (which can be incredibly subjective and open to third-party input) and personal interviews, which do not always give a true reflection of the suitability of a candidate.

51 POLICE NEWS DECEMBER 2021

The Sergeants’ assessment tool/exam is conducted after interview and not properly considered to control applications. A newly developed system should be investigated to better identify leaders within our agency and equip them to best perform their new roles, while celebrating our successful candidates and offering a transparent and fair opportunity based on the cornerstones of the agency’s vision.

Moved: Paul Burke Seconded: Peter Birch CARRIED

4.10 JOONDALUP BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to review the current Promotional Process with a view to creating a system that displays Care, Integrity, Duty and Teamwork and demonstrates transparency and fairness. A working party or review team should be created, which would include at least one Union Director and Union Industrial Officer.

Additionally, measures should be identified as to opportunities for formal training afforded to persons achieving promotional status to better equip them to perform their new roles.

Explanation The current promotional system within WAPF is shrouded with suspicion.

The successful applicants in the last process have been removed from public access when they should be celebrated. New to rank supervisors receive zero to minimal WAPF training in management when they are the frontline managers, coaches and trainers. Currently it appears the process does not consider Regional Deployment and/or Work History and relies too heavily on written applications (which can be incredibly subjective and open to third-party input) and personal interviews, which do not always give a true reflection of the suitability of a candidate. The Sergeants’ assessment tool/ exam is conducted after interview and not properly considered to control applications. A newly developed system should be investigated to better identify leaders within our agency and equip them to best perform their new roles, while celebrating our successful candidates and offering a transparent and fair opportunity based on the cornerstones of the agency’s vision.

Moved: Benjamin Giff Seconded: WITHDRAWN

4.11 SOUTH EAST EYRE BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to change the current Promotional Process to one that displays Care, Integrity, Duty and Teamwork to show transparency and fairness within the promotional processes. Any working party or review team should include at least one Union Director and a Union Industrial Officer.

Explanation The current promotional system within WAPF is speculative and secretive without any consistency. The advertisement of successful applicants in the last process have been removed from public announcement when they should be celebrated. No supervisors receive WA Police training in management (until this year) when they are the frontline managers, coaches and trainers.

Currently it appears the process does not consider Regional Deployment and/ or Work History and relies too heavily on written applications (often written by 3rd parties) and personal interviews. Even the Sergeants’ assessment tool/exam is conducted after the interview and not properly considered to 52 POLICE NEWS DECEMBER 2021

control applications. Most programs advertised by Academic Development target Senior Sergeant rank and above. The promotion system has been routinely criticised since its inception and other then minor tweaking and has not been holistically changed for some time. Relevant skills and prior experience count for very little and should be given more weight by the panel.

A hybrid system that encompasses some of the old merit-based approach (experience/relevance/time served) and the current competition-based process is required to improve the way staff are promoted. Further, WA Police should commit to a focussed pathway of development for Sergeants that will allow them to build and develop their existing skillset, especially when considering that the Sergeant Rank works 24 hours a day, 7 days a week and is relied on heavily by WA Police to ensure staff are supported and quality supervision provided. It must be emphasised that this motion is not to be considered a slight on those promoted through the last process. It is raised to cause review and identify a more contemporary system as opposed to denigrating those promoted under the present system.

Moved: Ryan Devine Seconded: WITHDRAWN

4.12 FREMANTLE BRANCH Conference directs the Board of Directors to lobby/demand the Commissioner of Police to change the current Promotional Process to one which displays Care, Integrity, Teamwork and Duty to show transparency and fairness within the promotional processes. Any working party or review team should include at least one WAPU Director and WAPU Industrial Officer.

Explanation The current promotional system within WAPF is shrouded with suspicion.

The successful applicants in the last process have been removed from public access when they should be celebrated. None of our supervisors receives WAPF training in management when they are the frontline managers, coaches and trainers. Currently it appears the process does not consider Regional Deployment and/or Work History and relies too heavily on written applications (often written by 3rd parties) and personal interviews. Even the Sergeants’ assessment tool/exam is conducted after the interview and not properly considered to control applications.

Moved: Rosanna McKee Seconded: WITHDRAWN

4.13 MURCHISON BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to review the resourcing of Regional WA with a view of creating a more unified response between Regional WA and Metro. A pool of metropolitan-based officers capable and willing to deploy for relief work regionally should be established or opportunities for regional relief be offered like VRDs on CMS. Explanation Currently there appears to be a clear “us and them” divide between Regional WA and Metro. This does not need to be and should not be the case. Regional WA often suffers wide-ranging staffing issues from MFPFs to Regional Hub stations. It usually falls to Regions to address these shortfalls either by the short station just surviving or by an officer being seconded from another location, often putting strain on the location they have left. Resources may only rarely be sought through Regional WA from Metropolitan areas; however,

these are usually only in the form of ROG for operations or events. There is a larger pool of resources in Metro, and although we appreciate Metro facilities may also suffer from staff shortages, the risks associated with a shortage at a location where another police facility is a five-minute blue light run up the road are not as serious as a shortage where the nearest back-up is over an hour away. By creating either a pool of deployable officers that can be sourced from across all metro org units or creating the ability for officers to volunteer for regional relief work, the Agency will likely also address another issue it faces with poor application rates for Regional WA. A large obstacle for officers applying to Regional WA is the unknown. By creating these opportunities you will establish a “try-before-you-buy opportunity”. Officers may well take a relieving position and subsequently have their eyes open to a full regional deployment and so apply for a vacancy regionally.

• District Officer’s Commendation: District/Org Unit level - Work that attracts specific praise or recognition by the District Office, brings the District/Org Unit into good light.

• Commander’s Commendation – Portfolio level.

• Assistant Commissioner’s Commendation: Agency Wide – Work that deserves recognition or has impacts across the whole agency.

• Commissioner’s Commendation: Highest Award.

Moved: Phil Meatyard Seconded: Russell Evans CARRIED

Critical Incidents, Major Incidents and Incidents meeting set criteria are automatically forwarded to the CORE for appropriate recognition. The CORE should be a fixed number of police officers from a spectrum of ranks and roles, chaired by a Commander, with permanent seats for the WAPU President and one other WAPU delegate nominated by the WAPU Board of Directors.

4.14 MURCHISON BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to implement and maintain a structured framework for the recognition of good work by officers equal to that in place for the investigation and monitoring of unprofessional work by officers.

Explanation It has long been recognised that the carrot gets better results than the stick.

Private Sector businesses have long been using both intrinsic and extrinsic rewards in order to encourage the best of their employees rather than the fear of punishment for underperformance.

WA Police has a well-established professional standard body whose charter is to investigate and prosecute professional and criminal misconduct. So much emphasis is put on this area of the police that the unit has its own “Ethics and Integrity” tab on the Intranet Home Page, work-station desktops display the Code of Conduct and Professional Standards messages. Internal Investigations are started as a matter of policy into police officers’ actions, often just in the course of their duty. Use of Force Reports (UoF) and Pursuit Returns are two examples of conduct investigations that are commenced as standard practice with no complaint.

It is wrong that when the actions of a WA Police officer are found to be worthy of the National Police Bravery Award that their nomination to the award is the first time their own Agency reaches out to acknowledge them. That WA Police shows such nonchalance towards the work of its officers even at this unprecedently heroic level beggars belief.

PROPOSAL WA Police implements a tiered Recognition of Service Awards (ROSA). These awards span from simple reports on good service through to Commissioner commendation and further nomination to state and national honours.

• Service Report: Team level - work that goes above and beyond at team level.

• OIC Report: Sub-District/Station/Unit level - Work that attracts specific praise or recognition by the Unit/Station OIC, brings the Unit/Station into good light.

• Assistant District Officer’s Report: Work that is bigger than the Unit but falls short of a District Officer’s Commendation.

A Committee of Recognising Excellence (CORE) is formed to manage and provide oversight to the reports and promote reports to higher awards where necessary. The committee also takes responsibility for nominating, as an agency, officers for State and National Awards (National Police Bravery, 9 News Police Excellence Awards etc.).

The Agency implements a management system beyond EMFs that permanently record awards and honours (a tab is present in SIMR but never seen utilised) similarly to how Professional Standards operates a separate file on employees for UoF, pursuits, complaints, etc.

Any person may nominate an officer, however, particular emphasis should be put on supervisors and managers nominating. The Agency should place equal emphasis on their media campaigns for ROSA as Professional Standards.

The submittal of nomination reports should be managed on a system or portal separate from BlueTeam to simplify submissions and segregate them from the negative connotations.

Moved: Phil Meatyard Seconded: Glenn Wishart LOST

4.15 SOUTH EAST EYRE BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to immediately review staffing (FTE) numbers in the upper Goldfields – Esperance Region (the lands) and to request the Commissioner immediately commit to providing additional staff to the lands and commit to a minimum staffing level of 9 across all four locations.

Explanation The lands belt of Multi-Function Police Facilities (MPFP) contains Warburton, Warakurna, Blackstone and Kintore. This represents a significant and large part of the District, staffed by only 9 FTE across the four MFPF locations. With the current crisis regarding vacancies in the District, this causes issues for staff being backfilled, often resulting in diminished capacity and capability and increasing the risk to staff due to being unable to relieve staff required for training or taking annual leave. Considering the remoteness of the stations, it is imperative that WA Police apply a ‘minimum’ level of staffing, no less than 9 personnel to ensure staff have as safe as possible working environment.

Moved: Ryan Devine Seconded: Aaron Honey CARRIED 53 POLICE NEWS DECEMBER 2021

4.16 WEST KIMBERLEY BRANCH Conference directs the Board of Directors to negotiate with the Commissioner of Police to allocate PAO Custody/Support officers to the Broome Police Station.

Explanation The Broome Police Station Lock-up is a centralised hub for the processing and detention of persons awaiting appearances in the Broome Court system.

On a regular basis detained prisoners are conveyed from outstations to Broome on top of the regular number of persons apprehended and processed through the Broome Lock-Up, which puts considerable pressure on staffing resources. A comparison of persons processed between Broome Police Station and Kununurra Police Station during the past 12-month period (August 2020-August 2021) where Kununurra has three (3) PAOs attached to the station.

Kununurra processed: 1,155 = 96 detainees per month.

Broome processed: 1,788 = 149 detainees per month.

Kununurra has three (3) PAOs attached to the station.

Kununurra processed: 1,155 = 96 detainees per month.

Broome processed: 1,788 = 149 detainees per month.

Karratha processed: 1,392 = 116 detainees per month.

South Hedland processed: 1,632 = 136 detainees per month Moved: Glenn Wishart Seconded: Anntoinette Cashmore CARRIED

4.19 WEST KIMBERLEY BRANCH Conference directs the Board of Directors to negotiate with the Commissioner of Police to request WA Police conduct an urgent review of staffing levels across all Business Units within the Kimberley District with a view to significantly increasing the number of staff. Further, given the current shortage of housing in towns like Broome and Derby the Union request the government build or secure suitable accommodation for GROH.

Explanation The Karratha Police Station Lock-up is a centralised hub for the processing and detention of persons awaiting appearances in the Karratha Court system. On a regular basis detained prisoners are conveyed from outstations to Karratha on top of the regular number of persons apprehended and processed through the Karratha Lock-Up, which puts considerable pressure on staffing resources.

A comparison of persons processed between Karratha Police Station and Kununurra Police Station during the past twelve-month period (August 2020-August 2021) where Kununurra has three (3) PAOs attached to the station.

Explanation On an annual basis Broome Police Station receives around the same number of jobs as Kalgoorlie and Geraldton sub-districts. Both those stations have significantly more officers on shift working frontline duties. The staff at Broome Police Station are overworked and under a great deal of pressure with extremely high rates of Family Violence, Self-Harm and Volume Crime in the Broome community. Staff are basically reactive to incidents and offences with little time or no time for proactive policing. In relation to housing, already the Police Force is advertising for officers to "share" accommodation when transferring to regional locations. In this day and age, staff should not need to share accommodation and two officers willing to share should not be given preferential selection over those who have families or who are single and do not want to share. If there is an increase in staffing levels at stations and there are no rental properties available, the government should acquire land and build houses and units for its employees to live in. Once the house and/or units are built and occupied, consideration could be given to selling the houses to investors on long-term leases.

Kununurra processed: 1,155 = 96 detainees per month.

Karratha processed: 1,392 = 116 detainees per month.

Moved: Michael Sedgman Seconded: Glenn Wishart CARRIED

Moved: Michael Sedgman Seconded: Russell Evans CARRIED

4.17 WEST PILBARA BRANCH Conference directs the Board of Directors to negotiate with the Commissioner of Police to recruit and allocate PAO Custody/Support officers to large regional stations that run a full lock-up, for example, the Karratha Police Station.

Moved: Dejan Pavlovic Seconded: Anntoinette Cashmore CARRIED

4.18 NORTH PILBARA BRANCH Conference directs the Board of Directors to negotiate with the Commissioner of Police to recruit and allocate PAO Custody/Support officers to the South Hedland Police Station.

Explanation The South Hedland Police Station Lock-up is a centralised hub for the processing and detention of persons awaiting appearances in the South Hedland Court system. On a regular basis detained prisoners are conveyed from outstations to South Hedland on top of the regular number of persons apprehended and processed through the South Hedland Lock-Up, which puts considerable pressure on staffing resources. A comparison of persons processed between South Hedland Police Station and Kununurra Police Station during the past 12-month period (August 2020-August 2021) where 54 POLICE NEWS DECEMBER 2021

4.20 CENTRAL MIDLANDS BRANCH Conference directs the Board of Directors as a matter of priority to conduct a review of all RWA police stations to identify deficiencies in the standard of security levels, in particular the security of custodial care and officer safety.

Consideration should be given to using this review to request upgrades to all stations that do not meet a minimum standard of security and safety.

Explanation There are a number of RWA police stations with below-standard security in their custodial care areas and entry/exit areas, posing a risk to the safety of officers and detained persons. These risks need to be identified and highlighted to the WAPF Executive to ensure they are rectified as soon as practicable.

Moved: Jake Hendry Seconded: Phil Meatyard CARRIED

4.21 GREAT SOUTHERN BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police for an immediate increase in staff numbers at the Albany Police Station.

Explanation Albany Police Station is the only Regional 24-hour Police Station not to have seen an increase in Police numbers in the last 5 years. Staffing has in fact decreased by some 10%. As a Regional 24-hour Police Station with associated Lock-Up facilities, current staffing often prohibits having more than one vehicle tasking. Statistics on hand from 2014 indicate Albany Sub-District

28 November 2014

FTE Total

Kalgoorlie Police Station 75.5 3,264 Albany Police Station 59 2,758 Broome Police Station 45.5 2,513 Kununurra Police Station 27 1,064 Geraldton Police Station 69 5,249 Karratha Police Station 39.5 1,397 South Hedland Police Station 46.6 1,613 Bunbury Police Station 63.1 4,811 Northam Police Station 33.5 1,192

had the highest FTE-to-population ratio of all nine Regional 24-hour stations.

Albany’s population has increased by 4% as of June 2020 and its popularity as a holiday destination has seen an increase in visitors to the area, particularly over summer. Those same 2014 statistics placed Albany behind only Broome, Bunbury and Geraldton in terms of offences per FTE. All those stations have had substantial staff increases since that time. It is believed no further FTE are being allocated to the Albany Police Station as part of the 950 program.

Moved: Chris Bell Seconded: Scott Sulley CARRIED

Total Offences Population Total Offences per FTE per FTE per Population 43.2 412 0.10 46.7 570 0.08 55.2 330 0.17 39.4 289 0.14 76.1 528 0.14 35.4 417 0.08 34.6 365 0.09 76.2 497 0.15 35.6 315 0.11

4.22 GREAT SOUTHERN BRANCH Conference directs the Board of Directors pursue as a priority through the media and public advocacy that the department adopt minimum staffing levels for officers on duty in a sub-district at any given time.

Explanation Staffing levels are untenably low in most areas and current management methodologies focuses on FTE whereas it should provide a minimum number of officers on duty at a given time and it should be a KPI for the agency. It will take a concerted effort on public opinion to change this situation.

Moved: Chris Bell Seconded: Glenn Wishart CARRIED

4.23 MANDURAH BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to provide an additional 20 additional sworn Operational Police Officers to the Mandurah Police Station within 6 months of rising of Conference.

Explanation When the Metropolitan Operational Model ceased to exist on 2 July 2018, Mandurah Police Station staffing level of Sworn Police officers was reduced by 20. These numbers were used to bolster staff at Fremantle and Perth Police Station as decreed by Commissioner Dawson. Mandurah’s population has continued to grow along with tasks, workload, etc. With the former Response and LPT teams Mandurah would have a minimum of 4 vehicles on at any one time. Mandurah now consistently only manages to have 2 vehicles on per shift. WAPOL is now in the cycle of recruiting more than 1,000 police officers

FTE July 5 2021 – obtained from posted rosters FTE Kalgoorlie Police Station 88 Albany Police Station 54 Broome Police Station 63 Kununurra Police Station 39 Geraldton Police Station 108 Karratha Police Station 53 South Hedland Police Station 66 Bunbury Police Station 79 Northam Police Station 38

over the next 4 years, so this increase should be no impost but more to the point, be a sign of fairness, equity and good faith from the Commissioner.

Moved: Harry Russell Seconded: Graeme Macey CARRIED

4.24 GREAT SOUTHERN BRANCH Conference directs the Board of Directors to formally give notice to the Commissioner of Police that WAPU regard the agency as a driving force for any injuries incurred to persons and property of members and the community where two officers are not available “on call” within a sub-district.

Explanation The award provides for members being on call and is the only reasonable and appropriate mechanism to ensure the necessary resources are available in timely manner. At present members are surrendering their awards and conditions out of duty to the community and the agency allows it to save money while appeasing the government through stealing conditions. At present it is a lucky dip to find members for recalls and manage availability without placing unreasonable expectations on members with reward. It is a situation that rewards poor performers and bleeds the workhorses continually. Members, and regional OICs included, should not only have the reward due to them but have the comfort of having known “disengagement” periods where they know they shouldn’t be required for recall each and every day.

Moved: Chris Bell Seconded: Brad Bird CARRIED 55 POLICE NEWS DECEMBER 2021

4.25 GREAT SOUTHERN BRANCH Conference directs the Board of Directors to formally give notice to the Commissioner of Police that WAPU consider the rostering of single officers in a sub-district a breach of occupational safety.

Explanation Single Officers are regularly rostered in sub-districts and staff spread across rostered in a feeble attempt to provide coverage with insufficient staff.

This agency is misleading the public and government in claiming to have police coverage where little to none really exists. Members are forced to conduct duties alone to provide service to the community and fulfil their duty. The agency continues to place members and the community at risk in situations where adequate resources for operational duties can be hours away. The agency can solve this by making hard-to-fill areas more attractive, enforcing their own policies to not have single officer stations and use the awards available, i.e. have adequate staff on call rather than relying on the dedication of members thereby stealing their conditions away through avoidable circumstance. Single Patrols is covered by the Police Manual PA01.02. In 2010 the then Deputy Commissioner Dawson and WAPU agreed to a schedule of duties which designated the allowable duties a single officer could perform ordinarily and were contained in PA-1.2.2. This was amended in 2013 to its current form. The change from a clear outline of allowable Single Officer Patrol duties to one where anything-goes-if-you’re-up-for-it attitude places members at risk. Not only by passing the buck down to them in the field yet again but extra pressure of community expectations and the responsibility of getting the job done down to a snap decision on often inexperienced shoulders. Policy and even regulation can always be overridden by emergency situations and as always members will get the job done when it’s required, however, the policies and guidelines are there as a handbrake to provide a clear framework to establish normal safe limits. The department should adhere to proper safe practice and not risk members and the community needlessly just to save money and appease the government.

Moved: Chris Bell Seconded: Peter Gerada CARRIED

4.26 WATER POLICE BRANCH Conference directs the Board of Directors to lobby the Executive Board to allow for an additional three Full-Time Employee positions to be added to the Water Police Business unit.

Explanation In the 18 months Water Police have changed its operating model while not increasing the number of FTEs to accommodate this change.

Water Police’s new operating model requires one day shift and afternoon shift SARMC to oversee potential MARSAR tasks for the state, in addition to two vessel crew. Water police have also implemented a single officer night shift to manage any marine-related incidents which may occur. This is in addition to the loss of two FTEs seconded to Operation Tide.

With these added changes it places a greater strain on the day-to-day running of the unit. This strain has broadly affected the following areas of operation at Water Police: • Diving Training • Vessel Training and Sea Time requirements 56 POLICE NEWS DECEMBER 2021

• • • •

Degradation of foundation skills Overtime expenditure Work/life balance Roster compliance with the current EBA

With the addition of 3 FTE Water Police would in a position to move from a standard 5-day, 8-hour roster to a 4-day, 10-hour roster, which would greatly increase the above.

Moved: Tim Savich Seconded: WITHDRAWN

4.27 PAO PROPERTY BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to review all positions at all WAPOL stations and departments to include trained Police Auxiliary Officers (PAOs) to maintain all property items.

Explanation Currently many police stations and departments have either CSO or retiring/ injured officers maintaining their property items. It would be beneficial to WAPOL to employ PAOs to maintain property and train police staff to present all held items within the WAPOL packaging guidelines. On recent regional property courier services all stations have commented their desire to employ a full time Property PAO. PAOs have expressed interest in regional postings if they ever arose. The benefit to a station from having a PAO on hand for frontline support would be in the form of management of Property Good Governance, assistance with property movement for exhibit analysis, IMS assistance, and ad hoc activities such as UFED extraction. The knowledge and assistance of a PAO would benefit the station and help with shouldering the workload of the officers. This would be in line with regional postings currently performed by custodial PAOs and police officers attracting the same benefits & allowances (GROH housing, District allowances, TravellingTransfer Allowances, Subsidised Housing).

Moved: Lisa Little Seconded: Glenn Wishart CARRIED

4.28 MIDLAND BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to review all positions at all WAPOL stations and departments to include trained Police Auxiliary Officers (PAOs) to maintain all property items.

Explanation Currently many police stations and departments have either CSO or retiring/ injured officers maintaining their property items. It would be beneficial to WAPOL to employ PAOs to maintain property and train police staff to present all held items within the WAPOL packaging guidelines. On recent regional property courier services all stations have commented their desire to employ a full time Property PAO. PAOs have expressed interest in regional postings if they ever arose. The benefit to a station from having a PAO on hand for frontline support would be in the form of management of Property Good Governance, assistance with property movement for exhibit analysis, IMS assistance, and ad hoc activities such as UFED extraction. The knowledge and assistance of a PAO would benefit the station and help with shouldering the workload of the officers. This would be in line with regional postings currently performed by custodial PAOs and police officers attracting the

same benefits & allowances (GROH housing, District allowances, TravellingTransfer Allowances, Subsidised Housing).

Moved: Narelle Kiddey Seconded: WITHDRAWN

4.29 PAO PROPERTY BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to review the requirements of Expressions of Interest for PAO positions to allow for Band 1 to apply for Band 2 positions if the skill criteria met.

Explanation Currently, Band 1 PAOs are precluded from applying for advertised Band 2 positions. This is not based on skills, experience or knowledge – it based on Banding. This unfairly precludes a Band 1 officer who meets the criteria from being considered for the position. It limits the career progression for Band 1 officers and prevents the possible ‘best person for the job’ to be working in the best position for the benefit of WAPOL. A Band 1 is unable to have career progression or upskilling opportunities due to this barrier. Excluding Custody roles, auxiliary EOIs should be based on skill criteria rather than Banding and positions should be paid according to the complexity of work undertaken.

Moved: Lisa Little Seconded: Anntoinette Cashmore CARRIED

4.30 MIDLAND BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to review the requirements of Expressions of Interest for Police Auxiliary Officer (PAO) positions to allow for Band 1 PAOs to apply for Band 2 positions if the skill criteria is met.

Explanation Currently, Band 1 PAOs are precluded from applying for advertised Band 2 positions. This is not based on skills, experience or knowledge – it based on Banding. This unfairly precludes a Band 1 officer who meets the criteria from being considered for the position. It limits the career progression for Band 1 officers and prevents the possible ‘best person for the job’ to be working in the best position for the benefit of WAPOL. A Band 1 is unable to have career progression or upskilling opportunities due to this barrier. Excluding Custody roles, auxiliary EOIs should be based on skill criteria rather than Banding and positions should be paid according to the complexity of work undertaken.

Moved: Narelle Kiddey Seconded: WITHDRAWN

4.31 MFPF BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police so all MFPF staff are trained before arrival to the position in various skills relating to the specific duties of being stationed in Remote Aboriginal Communities. This should include off-road driving and vehicle recovery, basic vehicle maintenance and repairs, remote survival, navigation, communication, AR-15, child interviewing, frontline forensics, etc.

Explanation MFPFs were created largely due to the results of the Gordon Enquiry and child sex abuse, aimed at given victims access to Police to report incidents,

however, there are very little (possibly no) specialist child interview-trained officers in the MFPF positions. The initial report of child abuse is often the best opportunity to obtain the relevant details and evidence by way of specialist child interview. In the time it takes to transport a suitably qualified officer to the victim, the situation could change entirely and Police could miss out on the opportunity to obtain the evidence. Appropriately trained offices could also provide an ability to identify early any child abuse during basic community engagement interactions with youths/children. The Majority of MFPF staff drive Landcruisers on unsealed roads over long distances. Due to various reasons including weather, the roads and tracks are often of poor quality. Officers may have no choice but to use the tracks to access emergency incidents, or simply to travel out of community. For vehicle services or leave, however, officers have had no, or very little training in off-road driving, 4x4 operations, vehicle recovery with a focus on self-recovery, along with remote area navigation and survival skills (if bogged or broken down for a long time). Ngaanyatjarra Lands (Blackstone/Warburton/Warakurna/Kintore) have had several single Police vehicle crashes occur in the last 2 years. including multiple rollovers while driving Landcruiserss on dirt roads. Fortunately no officers have been seriously injured, however, mainly due to luck. The leading cause of Police deaths on duty in WA has been traffic crashes. Any training that could improve officer safety and prevent serious crashes should be taken as a priority. The agency should also consider that if an officer was seriously injured or killed, the agency could be leaving itself open to scrutiny and possible legal action due to lack of appropriate training. The Majority of MFPFs are a long distance from specialist units, including forensic officers, however, they often deal with Burglaries and serious assaults in full. Having some forensic training would be of huge benefit to the public, victims and agency when investigating and prosecuting the matters. The Majority of MFPFs are in remote areas where there are members of the public with licensed firearms used for hunting, along with being a long way from any support services if any incidents involving rifles was to occur. Every MFPF officer should be AR15 qualified to provide an appropriate response capability if any rifle-related incidents occurred, a Glock pistol against even a small-calibre rifle at any distance above 8 metres (current CS1 qualification) is a bad situation for the Police, victims and greater community.

Moved: Aaron Honey Seconded: Jason Filgate CARRIED

4.32 MIDLAND BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police for Police Auxiliary Officer (PAO) positions, movement and transfers be exclusively administered by one central point of contact or unit.

Explanation PAOs do not have tenure. It is difficult to move between areas and positions.

There are limited deployment options, career pathways and chances for upskilling. PAOs who wish to move from their current position find it difficult and have no-one to turn to who can assist. There are several different districts and divisions that require negotiation for a position to be made available and movement to occur. This is increasingly difficult for any regional-based auxiliary officers. By having a central contact point it would simplify and facilitate the movement of PAOs between areas. If auxiliary movement was controlled in the same way as sworn officers it would be fairer, easier and more equitable.

Moved: Narelle Kiddey Seconded: Glenn Wishart CARRIED 57 POLICE NEWS DECEMBER 2021

4.33 PAO PROPERTY BRANCH Conference directs the Board of Directors to lobby the Commissioner for PAO positions, movement and transfers to be exclusively administered by one central point of contact or unit.

Police to review the current Job Descriptions, Classifications, Capability and Banding ranks for Police Auxiliary Officers (PAOs), and update to reflect the current work being undertaken, with adequate remuneration for positions that require specific skills to be consistently used.

Explanation PAOs do not have tenure. It is difficult to move between areas and positions.

There are limited deployment options, career pathways and chances for upskilling. PAOs who wish to move from their current position find it difficult and have no-one to turn to who can assist. There are several different districts and divisions that require negotiation for a position to be made available and movement to occur. This is increasingly difficult for any regional-based auxiliary officers. By having a central contact point it would simplify and facilitate the movement of PAOs between areas. If auxiliary movement was controlled in the same way as sworn officers it would be fairer, easier and more equitable.

Explanation The PAO classifications and duties are still a greenfield area. Now that PAO positions have become established it is time for the JDF and Capability Frameworks to be reviewed to bring them into line with the actual work being done. Adequate remuneration needs to be done for PAO positions that require specific skills to be performed consistently. Many PAOs are in positions where the majority of the work is not what is reflected in the official job descriptions. Workloads in some positions are more complex and require a larger skillset than other areas, however, all PAOs have the same pay scale.

A review and reclassification of Bands is required so that recognition and remuneration is befittingly provided.

Moved: Lisa Little Seconded: WITHDRAWN

Moved: Lisa Little Seconded: Jeanette Maddison CARRIED

4.34 PAO PROPERTY BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to review the ability for PAOs Band 2 Property/Custodial to stand down from their current position to be able to become a Band 1 PAO and transfer between PAO Property and Custodial departments.

Explanation Currently PAOs Band 2 Property Supervisors or Band 2 Custodial Officers are unable to become Band 1 PAOs. PAOs must cease employment with WAPOL and reapply for a Band 1 PAO position, causing any entitlements earned to become lost. After resigning the current position and applying to be a Band 1 PAO, applicants are treated the same as a brand-new applicant and placed into a Pool. There should be provision for a Band 2 to move to a Band 1 position without having to resign and await Pool selection.

Moved: Lisa Little Seconded: Dejan Pavlovic CARRIED

4.37 MIDLAND BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to review the current Job Descriptions, Classifications, Capability and Banding ranks for Police Auxiliary Officers (PAOs), and update to reflect the current work being undertaken, with adequate remuneration for positions that require specific skills to be consistently used.

Explanation The PAO classifications and duties are still a greenfield area. Now that PAO positions have become established it is time for the JDF and Capability Frameworks to be reviewed to bring them into line with the actual work being done. Adequate remuneration needs to be done for PAO positions that require specific skills to be performed consistently. Many PAOs are in positions where the majority of the work is not what is reflected in the official job descriptions. Workloads in some positions are more complex and require a larger skillset than other areas, however, all PAOs have the same pay scale.

A review and reclassification of Bands is required so that recognition and remuneration is befittingly provided.

4.35 PAO PROPERTY BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to review the timeframe for a Police Auxiliary Officer (PAO) Police recruit to return to their original PAO position with WAPF. Explanation Currently PAOs may return to their original PAO position on or before the 24th week of training at the academy. Extending to the full 26 weeks allows all PAO recruit applicants the option to return to their original PAO position if unsuccessful on the 26th week of recruitment or if injury occurs while going through the recruitment process. This would allow retainment of staff and reduce turnover and ongoing training of new PAOs. Moved: Lisa Little Seconded: Glenn Wishart CARRIED

4.36 PAO PROPERTY BRANCH Conference directs the Board of Directors to lobby the Commissioner of 58 POLICE NEWS DECEMBER 2021

Moved: Narelle Kiddey Seconded: WITHDRAWN

4.38 PROFESSIONAL STANDARDS BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to implement fair and equal rostering across all portfolios such as general duties, detectives, traffic and specialist areas.

Explanation Recently the Assistant Commissioner for Metro notified all metro-stationed detectives of his intent to change the rostering pattern. It is his intent to have detectives work day/afternoon/nightshifts on a regular basis and pattern. AC states detectives will be working 10-hour night shifts but 8-hour shifts for all other shift types. This is expected to make rostering even more complex causing excessive fatigue for officers changing between shift types and split days off. Commissioner Dawson implemented 10-hour shifts for general duties officers, however, prevented detectives working 10-hour shifts as

they mostly work day/afternoon shifts and better coverage was gained with 8-hour shifts. This now appears to be an unfair and unequal situation with the AC intent to change rosters for detectives, which should be rectified by ensuring all officers have fair and equal rostering implemented regardless of their designation or work location.

Moved: Jason Filgate Seconded: Brad Bird CARRIED

4.39 FREMANTLE BRANCH Conference directs the Board of Directors to clarify with the Commissioner of Police why Metro Detectives do not warrant the same respite as General Duties, Mounted, ROG, Forensic Officers, Operation Tide officers, Canine handlers who are all permitted to work 10-hour shifts, specifically afternoon shifts whilst Metro Detectives have been directed to work 8-hour day and afternoon shifts by A/Assistant Commissioner Adams.

Explanation Why does the requirements for work life balance, respite and mental wellbeing of a metropolitan Detective differ to these other officers? Other units often come with their own pressure points and stresses, however, generally they carry different types and levels of responsibility for considerably shorter periods of time. Metro Detectives often carry multiple DPP briefs for over 18 months, which cause considerable stress. A general duties constable does not carry this extra pressure but by working 10-hour afternoon shifts, a constable gains an additional 46 days off in weekly leave per year (once they take their 6 weeks A/L) – that’s 6.5 weeks by being attached to these units. This is not fair or in any way respectful to the work done, the responsibility taken on and stress accepted by these outstanding (generally) young coppers who are serving as Metro Detectives. All rosters put out by all business units must be EBA compliant, but why do we clearly have two different sets of rules for different groups of employees within the same agency/region/district? And why do some of these officers apparently require more respite than others and what is the science this decision is based on? The biggest concern with all of this is there simply isn’t enough Detectives to go around and the changing of shifts from 10 hours to 8 hours is a temporary fix at the expense of the officers, and therefore, it is imperative WAPU must address as a matter of urgency.

The WAPU must address this issue or our Metropolitan Detectives Offices will quickly become a wasteland with no attraction, retention, enthusiasm or morale.

Moved: Rosanna McKee Seconded: Narelle Kiddy CARRIED

4.40 GREAT SOUTHERN BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to review BA-16.01 in relation to the wearing of issued body armour to allow individual officers to have the armour readily accessible, rather than worn at all times.

Explanation The personal issue body armour is currently required to be worn at all times whilst members are carrying a firearm. The body armour has a number of drawbacks, including reduced mobility and agility, unprofessional appearance (when worn by plain clothes officers in business attire), heat stress and many officers find them extremely uncomfortable to wear and

are suffering from back and shoulder complaints as a result of wearing the armour. The instances of Police officers in Australian Policing jurisdictions being either shot or stabbed is very low, which makes the benefit/loss ratio of this policy out of balance. If the policy were altered that officers must have the armour readily available, it would allow individual officers to make a risk assessment when attending each task and make an informed decision as to whether or not to wear the armour.

Moved: Chris Bell Seconded: Tim Savich LOST

4.41 PAO PROPERTY BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to provide appropriate Personal Protective Equipment (PPE), namely body armour, to Police Auxiliary Officers (PAOs) who attend search warrants.

Explanation Currently, all police officers are equipped with body armour, worn when attending search warrants. PAOs from several squads, including Homicide and Sex Offender Management, also attend search warrants but have not been afforded any body armour. The ‘rationale’ for this appears to be that premises are ‘secured’ prior to PAOs entering. However, no matter how ‘secure’ the premises may initially appear to be, circumstances can rapidly change.

Take the tragic incident in Manchester, England, in 2003 – a residential flat was entered by immigration officers and police officers, including an antiterrorism detective, Stephen Oake. The flat was ‘secured’ but a resident of the flat subsequently attempted to escape, ran to the kitchen, picked up a knife and proceeded to stab Detective Oake eight times. Unfortunately, he was not wearing body armour, and tragically later died of his injuries, but not before he tried to assist his colleagues in bringing the offender under control.

Moved: Lisa Little Seconded: WITHDRAWN

4.42 MANDURAH BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to reverse his decision regarding the requirement for officers’ first names to be on name badges.

Explanation Police officers deal with many members of the public on every shift, some being from the criminal element. Having a first name on officer’s name badge enables those wanting to possibly target officers when off duty, either personally or their families, houses, etc, easier searching capabilities for this to occur. Officers were not told of this change being implemented; it was simply a change in requirement when an order was placed on SIMR for a new badge. The Commissioner has already been requested to change this requirement and declined and we would like that decision to be reconsidered.

Moved: Harry Russell Seconded: Dayna Rigoir CARRIED

4.43 PERTH BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to issue firearm-mounted light sources and holsters to every officer for use with the WA Police-issued sidearm.

59 POLICE NEWS DECEMBER 2021

Explanation In this day and age operational Police Officers should be equipped with light sources for their pistols. It is highly likely frontline Police Officers will be first responders to an Active Armed Offender (AAO) incident over TRG. Whilst responding to an AAO incident there may be a requirement to transition from a well-lit area to a low-light environment. In this case an officer maybe disadvantaged as it will take time for the human eye to adjust to the conditions and identify any offender, putting the officer and further victims at risk. In the event an officer is holding a torch, their ability to take an accurate shot with their pistol diminishes. They also lose the fundamentals of pistol shooting and to take an arcuate shot becomes exponentially difficult.

Moved: Aaron Hickey Seconded: Peter Gerada CARRIED

4.44 JOONDALUP BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to investigate a more suitable replacement for the in-vehicle mobile data terminal (TADIS).

Explanation Since TADIS has now been decommissioned the alternative option has become mobile phones. These are great for portability when on foot, however, the screens are small and it can be difficult to type and keep operational awareness when inside the vehicle. As such it is requested that the Commissioner of Police investigate the viability for in-car iPads mounted inside the vehicle for use while on the move (in the same vein as the current mounted iPads utilised for ANPR systems). Any such system could be affixed in the vehicle for use when driving in conjunction with a full-sised wireless keyboard for ease of use and could be combined with a wider rollout of the ANPR system. This would allow officers to remain more operationally aware by ensuring that they were not constantly looking down at their phone, reduce instances of motion sickness for members affected by using a phone while in a moving vehicle and improve operational efficiency by allowing more real-time identification of vehicles of increased ANPR coverage.

Moved: Benjamin Giff Seconded: Tim Savich CARRIED

4.45 GERALDTON BRANCH Conference directs the Board of Directors to Lobby WAPOL to provide yearly face-to-face refresher training to all frontline staff across all frontline systems and updated policy and procedure.

Explanation Onus is placed on officers, especially GD officers, to have knowledge of multiple business units and SOP for things they may use very rarely. Online training is not effective and knowledge of detailed legislation and policy, which changes regularly, can often be rudimentary or outdated, leading to mistakes and disciplinary action against members. Multiple systems come online with little to no training and those systems then change and update.

Staff should be sent to regular refresher training with subject matter experts.

We need the CoP to take responsibility in the proper training of his employees and the most effective training is face to face where officers can voice their concerns or lack of understanding.

60 POLICE NEWS DECEMBER 2021

Moved: Peter Gerada Seconded: Brad Bird CARRIED

4.46 EXECUTIVE MOTION Conference directs the Board of Directors to request the Commissioner of Police to clearly articulate formally and comprehensively his position on the expectations of officers deployed in Regional WA in terms of: • The requirements to be available outside of roster hours (for example on rostered workdays and/or weekly leave days)?

• If there is a requirement to be available outside of rostered hours, what remuneration will be afforded (for example, on-call allowance)?

• When are officers expected to remain in town and when they may leave town?

• How many hours constitute reasonable overtime (in the case of continuous duty, recalls to duty either on workdays or weekly leave days)?

Explanation Officers in RWA report there is an implicit and/or explicit expectation they are not only contactable but also available to return to duty and/or to respond to the needs of the RWA community and to assist their fellow officers – including being available outside their normal hours without being placed on-call or stand-by and paid accordingly; working whatever overtime is necessary; cancelling rest days; and being away from their families and staying overnight in other sub-districts just in case they need to be recalled due to an anticipated need.

Moved: Lindsay Garratt Seconded: Dave Flaherty CARRIED

5.0 WELFARE

5.1 FREMANTLE BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to immediately commence negotiations with the Director General, Health Department to employ Mental Health security guards in all public hospitals in Metropolitan and Regional WA to receive persons conveyed by police officers to hospital under the Mental Health Act. Explanation By reducing the amount of time officers are having to wait with mental health detainees once they are at a hospital will assist in freeing up officers to be able to attend other incidents or conduct their investigations. Having less officers waiting at hospitals and available to attend other incidents may help improve GOS times for the District. It may also alleviate some stress on other officers who are infuriated with being the only vehicle on the road, having to respond to multiple P2s, missing crib, incurring overtime whilst other vehicles have to sit at hospital with detainees.

Moved: Rosanna McKee Seconded: Russell Evans CARRIED

5.2 PAO PROPERTY BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police for alternate job options for injured auxiliaries or those PAOs with long-term impairments.

Explanation The role of a PAO, whether Custody or Property, is a job which requires one to be physically fit. An officer who is not physically fit or who suffers a longterm injury should be provided with an alternate position that fits their physical capabilities and not pushed out of the Agency. There are several potential avenues for these auxiliaries within WAPOL. Retaining these officers will not only assist with their mental wellbeing and continued employment but will serve WAPOL as their knowledge is not lost. Injured auxiliaries could assist the Front Desk at suburban stations with Found property (especially drug and firearms), CCTV collection/viewing, BOLO creation, and in taking/typing statements. Auxiliaries could supplement operations such as Op Tide with Tracking & Tracing whilst teamed with a fully sworn officer. Large operations that require substantial loads of data entry and IMS property entry could benefit from an auxiliary performing those tasks, further freeing up sworn officers to follow up enquiries.

A small mobile squad of auxiliaries allocated per district could fulfil these administration roles. There is precedent for this, where long-term injured PSO and Custody Officers were provided alternate meaningful positions rather than being medically discharged from WAPOL. Moved: Lisa Little Seconded: Brad Bird CARRIED

5.3 GREAT SOUTHERN BRANCH Conference directs the Board of Directors to advise the Commissioner of Police that WAPU regard the agency as a driving force for any culpable action of members stemming from fatigue where the member has not been relieved of duty after the accepted time period of 15 hours of duty in a 24-hour period.

Explanation Research recently conducted by the WAPU Research Officer showed the link of fatigue to poor performance and is clearly deleterious to members interests the department and government do nothing to address the issue.

The CoP should be advised in no uncertain terms that he and his agency will be held accountable for those consequences. In civil actions any organisation or individual who is shown to encourage, enable or incite actions and we would also argue those that fail through wilful blindness to act could be deemed a “driving” force and thus vicariously culpable for actions brought against the individual. Sworn members are required at times to act in the line of their duty in good faith and rely upon the agency to be relieved of duty and are often in situations they simply cannot walk away from without that relief. The agency has a responsibility to provide that relief to ensure a safe working place. With phones and all the myriad of monitoring systems now in place the agency cannot claim to be ignorant of the circumstances anymore and hide behind ignorance. To do such is wilful blindness. A clear example to highlight of the poor management and protection of staff by the agency can be highlighted where an officer in a remote area responded to a serious crash alongside members from the SJA. Both teams were out of communications for five hours and resurfaced into reception at the same time.

The SJA member’s mobile sounded with a cacophony of received message notifications from his supervisor, communications centre and peers checking on his welfare. Our member got one message checking on his welfare and it was from his wife. The agency cares next to zero for their “most valuable asset” and show it regularly. It is time we hold them to account and force the conditions that they claim to uphold.

Moved: Chris Bell Seconded: Dave Flaherty CARRIED

5.4 NORTH PILBARA BRANCH Conference directs the Board of Directors to employ a recognised mental health practitioner (i.e. counsellor/psychologist) as part of WAPU to provide immediate and ongoing follow-up support to members in addition to a field officer.

Explanation No explanation provided.

Moved: Glenn Wishart Seconded: Peter Birch LOST

5.5 MANDURAH BRANCH Conference directs the Board of Directors to request that the State Coroner conduct an collective inquest into the suicides by police officers, examining causality and systemic factors.

Explanation The Coroner is the person best qualified to examine all aspects of suicides by police, call evidence, research, have input from all departments. It would be a much wider and detailed inquiry that anything WA Police could do alone, would be independent but not exclusive, and is the best opportunity for a productive and effective outcome.

Moved: Harry Russell Seconded: Aaron Honey CARRIED

5.6 UPPER GREAT SOUTHERN BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to review the policy surrounding the wearing of masks within the workplace and while on active general duties as it is intrusive and can lead to discrimination.

Explanation Removal of recruits from position of Squad Drill Leader to be placed back in the ranks one day before graduation ceremony because of the wearing of facemasks. If facemasks are made to be worn in order to protect the individual from COVID-19, it should be the individual’s decision to wear that facemask to protect themselves and not mandated by policy to make that decision for them. Facemasks are now a visual unfair representation to the public and WAPol organisation of unvaccinated personnel creating a “target”. Officer in Charge of stations are asking unvaccinated personnel on a weekly basis the status of their decision not to participate in vaccination for “reporting” purposes, which further applies pressure and discrimination to those who choose to be unvaccinated.

Moved: Mick Williams Seconded: WITHDRAWN

5.7 JOONDALUP BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to immediately withdraw the Infection Prevention Policy – Mandatory Face Mask Wearing for Non-Vaccinated Staff.

61 POLICE NEWS DECEMBER 2021

Explanation There is no justification for this policy in a state that has zero COVID-19 infection spread in the community. As stated on the WA Police Force website, the WA Police Force adopts a 'whole-of-organisation' approach to ethics and behaviour, trusting and empowering our people, caring, understanding and respecting all, protecting the vulnerable and being ready and capable to serve. This policy contradicts those statements as since its implementation it has caused a great divide in the workplace. It has caused ostracisation, segregation and discrimination in the workplace.

This policy is against Our Values Statement and Western Australia Police Force Code of Conduct. Currently, the Infection Prevention Policy requires unvaccinated members to wear face masks for the duration of their shift while at the same time, vaccinated or partially vaccinated officers are not.

This policy is discriminatory, oppressive and causes unwelcome, unwanted stigmatism toward unvaccinated members who feel singled out, stressed, are prevented from performing their normal duties in a normal manner and are being subjected to ostracism and bullying. This policy is causing considerable, unnecessary, unjustified, and potential long-term mental harm for the unvaccinated members. As well as having significant adverse mental health outcomes, the policy is also resulting in physical injury.

Unvaccinated members are suffering from headaches, breathing difficulties, increased sweating and dehydration, facial skin lesions, irritant dermatitis, and general discomfort resulting from wearing a face mask for sustained periods, day after day, week after week. Wearing a face mask also impacts on the ability to verbally communicate clearly. This policy is causing a significant decline in workplace morale of both unvaccinated and vaccinated officers.

Unvaccinated officers for the reasons outlined herein and for vaccinated officers who are empathetic to the obvious damage this oppressive policy is causing their unvaccinated colleagues. Also, notwithstanding their own choice to be vaccinated, they are supportive of their colleague’s individual right to freely choose not to be vaccinated for personal or medical reasons.

Moved: Benjamin Giff Seconded: Aaron Hickey LOST

5.8 FREMANTLE BRANCH Conference directs the Board of Directors to survey the WAPU membership with the aim of discovering when and why members have or have not chosen to receive a COVID-19 vaccination.

Explanation The topic of COVID-19 vaccinations is important yet highly political with increasing pressure being passed from the government through the Commissioner of Police to members to be vaccinated. The survey should allow respondents to remain anonymous while capturing and quantifying the members attitudes towards the CoP’s newly acquired ability to direct our personal medical decisions. How will the CoP use this ability in the future?

How do we feel about this? And how should the WAPU respond? The survey results should be made available to branches to better inform members and guide future motion submissions.

Moved: Rosanna McKee Seconded: None LAPSED

62 POLICE NEWS DECEMBER 2021

5.9 JOONDALUP BRANCH Conference directs the Board of Directors to lobby the Chief Health Officer to immediately withdraw the seven designated vaccination zones as per the Public Health Order 2016.

Explanation This policy directly contradicts the Bullying Prevention and Equal Opportunity Awareness training we are all required to complete on Blackboard every three years by excluding unvaccinated staff from any of the seven designated vaccination zones. The word exclusion in itself is a term of bullying. Preventing unvaccinated staff for entering the Perth Watch House will cause further divide within the workplace. With staffing levels on the frontline already an issue in our district, preventing unvaccinated staff from entering Perth Watch House will only add to this issue. This will prevent unvaccinated staff being able to conduct conveyances to Perth Watch House and from interviewing detainees from within the building. This will cause resentment towards unvaccinated staff. Detainees are not required to be vaccinated or wear a face mask. Therefore, how can the policy be seen to be consistent and thus effective by removing unvaccinated staff from and preventing them from attending this location, but detainees remain unaffected? As police we are supposed to be comrades, let’s stand together and a protect the thin blue line.

Moved: Benjamin Giff Seconded: WITHDRAWN

5.10 EXECUTIVE MOTION Conference directs the Board of Directors to lobby the Commissioner of Police to expand the “Post Critical Incident Rest Period (PCIRP)” to cover other traumatic events/incidents.

Explanation The current Policy, as written in HR-08.14 Post Critical Incident Care Procedures outlines several types of Critical Incidents that may trigger PCIRP. Critical Incident (adapted from CP-01.00 Critical Incident Involving Police): • Death resulting from, or caused by a police officer during the course of their duties • Police officer discharge of a firearm resulting in death and/or serious injury to any person • Death and/or serious injury resulting from any police driving or vehicle operations • Death in police custody.

And additionally: • the Death of a fellow WA Police Force officer or employee whilst on duty.

The Armadale-Gosnells Branch suggests that the Policy be expanded to cover other types of Critical Incidents that Police personnel may attend such as: • Serious injury to a civilian resulting from a police operation • Events in which there are multiple fatalities or mutilation of bodies • Dangerous police operations which extend over a prolonged period • Death or serious injury to children • Attempted suicide in custody • Unsuccessful attempts at resuscitation

This would not be an exhaustive list, as there may be other types of situations that may warrant the taking of PCIRP leave.

The Branch would also suggest that, that the granting of PCIRP leave also be extended to the Officers District Office and/or Officer in Charge.

Moved: Clint Whalley Seconded: Peter Gerada CARRIED

6.0 GROH

6.1 SOUTH EAST EYRE BRANCH Conference directs the Board of Directors to lobby the Commissioner of Police to identify suitable, quality housing for members in the Goldfields – Esperance Region and transfer management of the houses back to the OIC of the station/business unit as opposed to the District Admin Officer.

Explanation Presently, Goldfields – Esperance Region has a significant number of vacancies, particularly at Kalgoorlie Police Station. Attracting staff to the station is difficult and often results in long periods of vacancy to replace staff transferring out. Of late, several staff who have applied and received a transfer to Kalgoorlie, have been unable to or delayed in transferring due to a lack of suitable, quality housing to transfer into. This further compounds the issue of the vacant positions and results in staff having to work significant overtime to meet even business as usual needs. WAPOL, through GROH, need to have a stock of housing that can be used so that as soon as a transfer is issued, efforts can be made to transfer the officer within the 6-week policy period. The Branch requests that management of GROH housing returns to the OIC of the police station or business unit. The OIC is in the best position to understand the current issues, availability of housing, staff needs, issues in current stock and in concert with their District Officer should be allowed to manage these issues and call upon their District Officer to support them in negotiating with Dept of Communities (Housing) to address shortages, replace old stock and enter into private leases through GROH. At present there are too many levels of management that do not support staff and staff feel let down by the current GROH process.

Moved: Ryan Devine Seconded: Aaron Honey CARRIED

6.2 WEST KIMBERLEY BRANCH Conference directs the Board of Directors to negotiate with the Commissioner of Police until the current regional tenure policy is changed, the Union request that future GROH leases are changed to limit and prevent staff having to vacant GROH premises before their tenure has been completed.

Explanation If an officer moves into a GROH house the lease should automatically be renewed/extended to cover, at a minimum, their minimum period of tenure.

Furthermore, should they wish to remain up to their maximum tenure a rolling lease could be entered into by GROH or the lease could be renewed by another 2 years (at a minimum).

6.3 EXECUTIVE MOTION Conference directs the Board of Directors to seek a change to Police Manual HR-14.08.2 Relocation Allowance Where a Transfer is not involved Procedures and a change to Clause 24 of the IA. Explanation Officers are receiving two days to move and have no ability to clean the premises and District Superintendents are not using their discretion to assist officers. Therefore, WAPU are to seek two additional days to complete this transfer. Further, the officer receives no T/A during this move as there is no hotel stay or other than hotel stay available in the IA under Clause 24, which only offers reconnection or disconnection cost for power, gas, water, phone and redirections of mail. Officer are left with mattresses on the floor at either the exiting house or new home, no access to cool water, food and have to eat out as everything is still in boxes. Therefore, they should be entitled to “Accommodation involving an overnight stay at other than a hotel, motel or roadhouse” and meals Breakfast, Lunch and Dinner. New costs also should include carpet cleaning and flea and tick spray if the move was not elected by the officer.

Refer to the policy excerpt below.

Where an employee: • Is requested by the Commissioner of Police or delegated District Superintendent to change residence, whether it be private or Government Regional Officers Housing (GROH) accommodation • Moves on the authorisation of the Commissioner of Police or the District Superintendent, from GROH accommodation no longer considered suitable for use because of the condition or environment, to alternative replacement accommodation the following will apply: • An accelerated depreciation furniture allowance in accordance with Clause 26(6)(a)(vi) of the Western Australia Police Industrial Agreement 2006 • A disturbance allowance in accordance with Clause 24 of the Western Australia Police Industrial Agreement 2006 • Reasonable time for packing and unpacking at the discretion of the District Superintendent.

Employees moving under any of the mentioned circumstances will not be entitled to claim a travelling/transfer allowance. Should an employee desire to change residence for personal reasons, the WA Police cannot be held responsible for any expenses involved, unless it can be established that the move is beneficial to the agency. In these circumstances, if the employee wishes to claim any or all the entitlements listed, a report must be submitted to the District Superintendent for subsequent approval by the Executive Manager, Regional WA. Moved: Kevin Guy Seconded: Rob Witt CARRIED

Moved: Michael Sedgman Seconded: Glenn Wishart CARRIED 63 POLICE NEWS DECEMBER 2021

Free legal services for WAPU Members, their families and retired Members.

To arrange a preliminary in-person or phone appointment contact WAPU HQ on (08) 9321 2155

Leading Australian law firm, Tindall Gask Bentley is the preferred legal services provider of the WA Police Union, offering 30 minutes of free initial advice and a 10% fee discount.

PERSONAL INJURY • Motor accident injury compensation

• Public liability

• Workers compensation

• Superannuation claims (TPD) Tim White

FAMILY AND DIVORCE Matrimonial, De Facto and Same-Sex Relationships • Children’s Issues

• Property Settlements

• Child Support matters

• “Pre-nuptial” Style Agreements Renee Sapelli

Kate Major

Renee Sapelli

Kate Major

Richard Yates

Damian Eynon-Williams

WILLS AND ESTATES • Wills and Testamentary Trusts

• Advice to executors of deceased estates

• Enduring Powers of Attorney

• Obtaining Grants of Probate

• Enduring Guardians

• Estate disputes

CRIMINAL AND DISCIPLINARY • The Corruption and Crime Commission

• Criminal and Disciplinary matters

• Courts of Inquiry

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With a culture of service and empathy, we are fiercely committed to our clients.

TIM WHITE

LEGAL

Partner Tindall Gask Bentley

Compensation for ADF members and veterans LIKE POLICE OFFICERS, Australian Defence Force (ADF) members are frequently injured while undertaking their service to protect our country.

Thankfully, a compensation system exists, which the Department of Veterans’ Affairs (DVA) manages. It’s been very rewarding to help military personnel with their injury claims over the past 20 years.

A sizable proportion of these clients have psychological conditions, many suffering from post-traumatic stress disorder.

Being a Reserve Legal Officer in the Royal Australian Air Force for more than two decades has assisted me with understanding many aspects of military duties. I won’t forget the shocking images and stories from war zones clients have shared with me.

SOME STATISTICS A snapshot of just a few statistics illustrates Australia’s involvement in military campaigns and the ongoing costs associated with supporting our injured veterans.

More than 73,000 Australians have served in Middle East conflicts since 2000, while about 60,000 Australians ser ved in V ietnam.

The DVA’s annual expenditure for compensation payments and medical expenses is around $12 billion. There are approximately 340,000 veterans receiving money from the DVA due to injuries they sustained in military service. In the past four years, there’s been an 89% increase in the number of claims lodged with the DVA. Of the 15 most common injuries the DVA accepts, four are psychological conditions.

I’ve seen hundreds of veterans who’d initially claimed under the wrong Act. Without receiving legal advice, they would’ve missed out on considerable compensation.

WHICH LAWS APPLY TO DVA INJURY CLAIMS? Determining which laws apply to claims can be complex. There are several pieces of legislation that may apply. The current legislation, which applies to injuries sustained after July 2004, is the Military Rehabilitation and Compensation Act 2004 (MRCA). Other Acts that may apply include the Veterans’ Entitlement Act 1986 (VEA) and the Safety, Rehabilitation and Compensation (Defence-related Claims) Act 1988 (DRCA).

The compensation levels vary greatly between these three Acts. Under the MRCA, the main types of compensation are weekly payments (if you’re unable to work), lump-sum payments (if you have a permanent injury) and medical expenses. A lump-sum payment could be tens of thousands of dollars.

WHY IS IT IMPORTANT TO SEEK LEGAL ADVICE EARLY? First, I’ve seen hundreds of veterans who’d initially claimed under the wrong Act. Without receiving legal advice, they would’ve missed out on considerable compensation.

Second, what you submit with your initial claim is critical. Veterans who receive legal advice before sending their first form have a greater likelihood of the DVA accepting their claim.

Third, a confusing aspect of DVA injury claims is their use of Statement of Principles (SOPs). SOPs contain the criteria you must fulfil for the DVA to accept your military service caused your condition. Receiving legal advice about SOPs and their criteria early in the process is vital.

AVENUES OF APPEAL Thankfully, if the DVA denies your claim, there are avenues of appeal.

Depending on the legislation under which the DVA denies your claim, you could appeal to jurisdictions such as the Veterans’ Review Board, Administrative Appeals Tribunal and Federal Court of Australia. Time limits apply, but usually, the DVA pays the legal costs related to such appeals.

ROYAL COMMISSION INTO DEFENCE AND VETERAN SUICIDE Veteran suicide is a confronting phenomenon that affects many Australian families ever y year, especially those with links to the ADF. According to a recent report, more than 1,200 Australian Defence Force personnel killed themselves over the past two decades. Veterans have a 24% higher risk of taking their own lives than members of the public.

That’s an unacceptable difference, and clearly, one that needs addressing.

I’ve aided many ADF families who’ve lost loved ones through suicide. I hope the commission makes constructive recommendations.

SUMMARY It’s been extremely satisfying helping ADF members and veterans over the past 20 years. They’re incredibly brave people. I wish the DVA claims process was more straightforward, but sadly, it can be onerous without legal assistance, so make sure you seek good advice early.

65 POLICE NEWS DECEMBER 2021

RUSSELL KING

HEALTH

Son of a third-generation police officer

Police Health were lifesavers MY FAMILY’S HISTORY IN the police community dates to the early 1900s.

Everything with Police Health is so easy. There are no hour-long wait times to speak with a representative.

Everyone is responsive and genuinely cares.

It feels like a small family practice, not a large corporate fund.

66 POLICE NEWS DECEMBER 2021

My great grandfather, ‘Willie’ Hubert King, trained cadets for the mounted police. My grandfather, Ken, and father, Chris, followed him. While I didn’t join the force, they imparted one important lesson: never leave Police Health; you’ll regret it if you do.

At just 34 years old, only three months after we’d welcomed our second daughter, doctors diagnosed my wife with stage IV breast cancer.

She’d found a lump that hadn’t cleared up, so she booked a check-up. That afternoon, she had an ultrasound and biopsy, receiving her diagnosis the next day. By the end of that week, she’d had CT, MRI and bone scans, a second biopsy and a double mastectomy.

Medical specialists performed all the procedures my wife needed within a few days. Stage IV meant every minute mattered, and I doubt she’d be alive today if she’d had to wait a couple of months.

Police Health covered everything.

There were no out-of-pocket costs for my wife’s treatment. There are no words to express how much we appreciate it.

Because we were young, we’d an air of confidence we wouldn’t need Police Health. The thought had crossed my mind we might be able to find coverage at half the price since we were fit and healthy.

Essentially, I became the sole carer for our three-month-old girl overnight.

I was also looking after our older daughter and being there for my wife as she faced her Stage IV prognosis.

Both of us weren’t working, and I didn’t have any extra energy to handle the financial side of our lives. I don’t know how people without top-level health insurance deal with that.

Six years on, my wife continues to receive chemo-based infusions every three weeks because her body’s response to the drugs has plateaued.

A recent tumour grew on a nerve and affected her vocal cords. Because she’s a lecturer, now she can only work one or two days a week.

Thanks to Police Health, we’re not managing a second crisis – a financial one.

Our Police Health policy gives us the peace of mind to focus on not only my wife but also our kids. She’s been able to build a trusting relationship with the oncologist of her choice, whom she sees regularly, and I can take our kids to dentists and physiotherapists without compromising or putting up with pain.

There’s a big difference between being 40 and 25. If you’re unsure about the value of being with Police Health or, like me, haven’t served in the force, take it from me – you’ll be glad you stayed.

I wasn’t thinking about major health issues when I was 25. I was saving for a house and travelling the world.

But sticking with Police Health is the smartest decision I’ve made for my family’s health and finances.

Everything with Police Health is so easy. There are no hour-long wait times to speak with a representative.

Everyone is responsive and genuinely cares. It feels like a small family practice, not a large corporate fund.

While I didn’t choose to become an officer, I’ve been looked after as if I had.

My family went through the photo albums recently and found this.

That’s my grandfather, Ken King (far left), doing a caper. I doubt work health and safety laws would allow you to do this today!

Interestingly, in the early days, all officers would donate one day of sick leave each year. It’d go into a pool you could access if you became seriously unwell. Our family found a condolence letter from the Commissioner of Police granting my grandfather access to sick leave pay during his cancer battle.

What my grandmother went through resonates with me.

To anyone who’s going through a dark period, just get through one day at a time. There’s no point worrying about worst-case scenarios. Please don’t suffer twice. Get up, live your life and do everything you can to stay grounded in the day. You’ll realise the things that used to occupy your mind don’t matter.

Happiness lies in small things.

It’s a sentiment from which we can all benefit.

To join more than 65,000 other members of Australia’s police community already enjoying the peace of mind that comes with Police Health’s gold-tier insurance, call 1800 603 603 or visit policehealth.com.au.

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Al’s in seventh heaven SERGEANT AL MCNEVIN, a WA police officer for the past 26 years, is a loyal client of Fleet Network.

Recently, we facilitated the Nannup Police Station officer in charge’s seventh car purchase through us.

We asked Al to tell us a bit about himself and share his Fleet Network experiences with his fellow WA Police Union members.

Fleet Network: Hi Al, thanks for chatting with us! First up, tell us what you love about your job?

Al: I love the complexity of the work and the knowledge I’m helping people, being a protective figure when others are afraid or in pain.

Fleet Network: We hear you have a passion for cars. Can you tell us about it?

Al: I’ve loved all things with motors since I was a child. I grew up in a family with little cash, so when I started making my own money, I immediately indulged that love. It’s grown into a love of restoring vintage cars and motorcycles. My wife and I own several of both.

The experience is obvious after seven cars – ease of negotiation, speed of deals and delivery, great trade offers, and most importantly, customer focus.

Fleet Network: What do you do outside work? How do you spend your downtime?

Al: My family and I love camping, travelling and exploring our great state, but we also enjoy simple things like catching crabs and marrons during their respective seasons.

Fleet Network: What’s essential for you when choosing a car, and why?

Al: Well, that’s hard to answer. My wife chooses what she wants, and I agree like all good husbands should (laughs).

Fleet Network: What did you buy this time around?

Al: We bought our second Ford Ranger Wildtrak because we loved our first one so much.

Fleet Network: When was your first engagement with us, and how did it come about?

Al: I first contacted Fleet Network in 2003. I’d heard about you through word of mouth.

Fleet Net work: You’ve bought seven cars. Can you describe your experiences and why you trust us?

Al: The experience is obvious after seven cars – ease of negotiation, speed of deals and delivery, great trade offers, and most importantly, customer focus.

I’ve never had to pick up the phone to Fleet Network. I’m always contacted about every aspect of every agreement.

Fleet Network: What are the main reasons you recommend us to your colleagues and friends?

Al: I recommend Fleet Network because of your attention to detail and the simplicity of your process.

Fleet Network: What’s the benefit that leads you to pick novated leases over car loans?

Al: Not having to worry about anything.

Servicing. Fuel. Tyres. All I have to do is book my car in.

Fleet Network: Is there anything else you’d like to add, and will you consider using our services again when you’re ready to buy your next car?

Al: Frank Agostino has done an amazing job building Fleet Network’s structure. His tireless efforts to keep people happy, and more importantly, informed are brilliant. I’ll be back.

CONTACT FLEET NETWORK Are you interested in finding out more about novated leasing?

Would you like to book a workplace visit?

You can contact Kane Bowra, your dedicated Business Development Manager, by calling 0401 522 626 or emailing kaneb@fleetnetwork.com.au Alternatively, you can call our team on 1300 738 601.

67 POLICE NEWS DECEMBER 2021

NEW MEMBERS

NEW CONSTABLES JOIN THE FRONTLINE We attended the Gold and Blue Recruit Squad Graduation in October where we welcomed 51 new police constables to the WA Police Force and the WA Police Union.

The 34 men and 17 women graduated after an intensive 28 weeks training at the WA Police Academy.

The new officers vary in age from 19 to 53 years old, with an average age of 28 years.

On 18 November, new constables from Brown and Silver Squads also graduated and began their careers on the frontline.

The 52 graduating recruits are part of the McGowan Government’s commitment to 950 new officers in four years.

68 POLICE NEWS DECEMBER 2021

69 POLICE NEWS DECEMBER 2021

RETIREMENTS & RESIGNATIONS

VALE

RETIRING MEMBERS 4836 Michael CARPENTER 6114 Edward LITTLETON 6208 Gordon SMITH 6227 Russell TINDALL 6794 Michael PROSSER 7059 Denise RAMSAY 7457 Murray FARRELL 7458 Darren JOINER

8688 Colin GUY 8780 Gregory WEBB 11948 Gail JAMES 12047 Delyse STOKS 12262 Wendy KELLY 13009 Stephen PARKER 13295 Gary BENZIES 15270 John MIRGIANNIS

RESIGNING MEMBERS 8950 Jane HIGGINS 10132 Kellie LESLIE 11348 Jordana LEAVESLEY 11932 Nathan NICHOLSON 12270 Adrian BARKER 12308 David ELLIS 13096 Bradley WOOD 13288 Christopher GREENSHAW 13435 Michelle BROWN 13446 Anna McNULTY 13898 Ashley EDWARDS 14126 Daniel HUNUKI 14127 Felicia Le BOYDRE 14219 Kalum BOUND 14557 Kyla THURTELL 15354 Emma HOUGHTON 15430 David GARBETT 16020 Ross MULLANIFF 16138 Rebecca LYNAGH-GALVIN 16213 Ashley TUTT 16244 Darren HENSTOCK 16319 Andrew BROWN 16427 Andrew WRIGHT 16514 Andrew DUFFY 16797 Torrens SEARLE 16990 Abbey WILLIAMS 17057 Tom MACE 17079 Scott LOCKYER 70 POLICE NEWS DECEMBER 2021

17204 Julia TEGNEBRATT 17221 Katie WRIGHT 17263 Lewis PODD 17326 Atul DOGRA 17330 Aidan McAULEY 17475 Makomborero MURAZVU 17515 Sebastian JOSEPH 17521 Donna RODDY 17561 Nicole HUMBLE 17588 Shannondoah PORTER 17589 Darren SIMMONS 17590 Jeric LUMDANG 17610 Jody TAKO 17623 Kelsey O'CONNOR 17709 Meng WANG 17733 Stacey CANN 17751 Craig STRACHAN 17790 Nathan WORTHINGTON 50009 Kenneth THOMAS 51527 Kym WHITE 51744 Frank CAMPBELL 52206 Marika SMITH 52885 Mohammad Al TEMIMI 53358 Stephen MARSH 53363 Suzanne TULLY 53848 Craig LARGE 53853 Darren CAWOOD 99926 Hannah DENNY

SERVING 6852 IVAN EDWARD DAVIES Sergeant Aged 58 15/09/2021

RETIRED cont.

2820 JOSEPH FRANCIS NOONAN Third Class Sergeant Aged 91 15/09/2021

RETIRED 2984 JOHN RICHARD LEWIS Chief Inspector Aged 90 28/11/2021

2748 HENRY CHARLES SPRINGHALL First Class Constable Aged 88 14/09/2021

3411 PETER JOHN SMITH Inspector Aged 80 13/11/2021 3588 NEVILLE RICHARD CHAMBERLAIN Senior Sergeant Aged 77 25/10/2021 5903 ANTHONY BREMNER CUMING Sergeant Aged 69 20/10/2021 5371 JILLES JASPER Sergeant Aged 74 11/10/2021

2233 ALBERT JOHN ANDERSON Senior Constable Aged 96 4/09/2021 4424 TREVOR WILLIAM BERRY Sergeant Aged 83 30/08/2021 5024 WAYNE DESMOND LEE Sergeant Aged 67 27/08/2021

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A CHANCE TO WIN YOUR POLICE HEALTH PREMIUMS FOR A YEAR!* Love your cover? Tell another... and it’s win-win!

Refer an eligible family member or colleague to join Police Health, and if they join during the promotion period, you and your referred member will have the chance to win both your Police Health premiums paid, by us, for a year!* Simply have them quote your name and ‘REFER’ when joining before 31 January 2022.

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Call 1800 603 603 or visit policehealth.com.au to join today! *Terms & Conditions apply. Promoter: Police Health Limited ABN 86 135 221 519 320 King William Street Adelaide SA . Promotion Period: The ‘Promotion’ commences on the 1 November 2021 at 9:00am ACDT and ends on 31 January 2022 at 4:45pm ACDT (‘Offer Period’). Prize: The winner(s) Police Health Limited private health insurance policy paid for 12 consecutive months up to the value of $10,542.75. For clarity there is one random draw and two ‘prizes’. ‘Prize (1)’ is awarded to the, ‘new member’ (Winner 1) selected in the draw of the ‘Promotion’ and who joined as the result of the referral by ‘Winner 2’. Draw: computerised random selection in the presence of an independent scrutineer – 18 February 2022 at 02:30 pm ACDT using TPAL ELECTRONIC DRAW SYSTEM Permit no. 1224. Notification: The ‘Winners’ will be contacted individually by phone and email (winning confirmation email) within two (2) business days of the draw. The ‘Winners’ will be published in the next member Newsletter published on 19 March 2022. Permits: Authorised under: ACT Permit No. TP 21/01772; NSW Permit No. TP/00420; and SA Permit No. T21/1603. For full T&Cs, visit www.policehealth.com.au/winmypremiums. © 04/11/2021