AIPM News

Archived news items July - December 2006:

Inaugural McCaffrey Lecture - AFP Commissioner Mick Keelty, APM
2006 Dulux/Bunnings AFAC Developing Future Leaders Program
2/2006 Dulux/Bunnings AFAC Volunteer Leaders Program
2/2006 AFAC Executive Development Program
100th Police Management Development Program
2006 AFAC Executive Leadership Program

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30 November 2006

Inaugural McCaffrey Lecture - AFP Commissioner Mick Keelty, APM

AFP Commissioner Mick Keelty, APM delivered the inaugural McCaffrey Lecture at the AIPM on Monday November 27. His speech, titled "Physical, Intellectual and Environmental Co-existence: Learning from our Environments", follows:

Distinguished guests, staff, and participants of the 101st Police Management Development Program.

To deliver the inaugural McCaffery Lecture in this wonderful part of the world is a great privilege for me and I thank you for the honour. I also wish to acknowledge the traditional owners of this country, and acknowledge their elders both past and present, for their connections with this place.

As the Chair of the Australian Institute of Police Management Board, I take a very active interest in everything that happens here as it is an important part of the leadership role to ensure the development of future leaders our Australasian police organisations.

The courses provided here are at the cutting edge of learning and development for police executives anywhere in the world and I congratulate the staff for their on-going commitment to excellence.

The role of policing has probably changed more within the past ten years than at any other time in history so being contemporary and predictive is essential and the course curricula reflects these challenges.

As participants in the 101st Police Management Development Program, you are making history. The fact there have been so many programs indicates the sustained commitment to educate and train high quality police officers who will provide leadership to many police forces across the world. You are continuing the proud tradition the AIPM instigated 46 years ago.

Casting back to that time, I find it so interesting to review the history behind the original idea for this training establishment.

It actually dates back to 1944 while Australia was still embroiled in World War 2. The Australian Police Commissioners were meeting in Adelaide for their bi-annual conference and discussions were held as to the value of establishing a school for ‘training instructors’, with fingerprinting and modus operandi as the first possible courses[1].

An on-going topic of ensuing conferences was the value and importance of exchange programs so police could gain knowledge by being exposed to other situations, and developing personal friendships with their colleagues. This more informal method of learning has always been regarded as an important part of police professional development and continues today.

Another topic during the Commissioners early discussions on this subject included the value of international exchanges with one of the very first between New Zealand and New South Wales proposed in 1947.[2]

During the 1954 meeting, a proposed syllabus was presented by Mr Ray Whitrod, the Director of the Criminal Investigation Service who later became Commissioner of the Queensland Police. This site was suggested as the venue for the Australian Police College[3]. By 1957, the sub-committee charged with developing the idea for the ‘school which would provide higher forms of Police training’[4] was firmly underway.

During the 1958 meeting[5] the desired attributes of the Principal were articulated –

‘The Commandant is first and foremost an experienced Services administrator and his task is to hold the reins of the College and to project his personality and talent as a man, a soldier, and an administrator over the whole field of the College activity. The place and tone of the institution are set by the Commandant and his particular personality.’

My address to you today is the inaugural McCaffrey Lecture to be delivered bi-annually at the Institute. It is named in honour of the first Principal of the Australian Police College, Lieutenant Colonel John McCaffrey.

‘Black Jack’ as he was affectionately known, served as a professional Army officer for 28 years and, as a junior officer, was attached to the British Army in India. He was deployed widely with the Second Australian Imperial Force during World War II.

Following the war, he was attached to the British Commonwealth Occupation Force in Japan where he was the first Commanding Officer of 4th Battalion, the Royal Australian Regiment that eventually provided trained reinforcements for the Korean War. Lieutenant Colonel McCaffrey was later seconded to the Commonwealth Attorney-General’s Department following his role providing professional liaison between the Police Commissioner’s Conference, the Police Minister’s Conference and Army Headquarters, and was appointed as Principal of the Australian Police College on 15th June 1960.

Lieutenant Colonel McCaffrey was noted as an officer with experience in the design and delivery of training, an accomplished lecturer and astute assessor of student skills. He was an effective leader and administrator who created the direction of the College for years to come.

Over time, the Australian Police College has evolved to become the Australian Institute of Police Management, of which you are now a participant, and we all owe a debt of gratitude to the diligence, vision and professionalism of John McCaffrey and those earlier Commissioners.

Since its inception, the Institute has welcomed visiting fellows and participants from a spectrum of international police and law enforcement agencies to enhance the development of teamwork across international boundaries.

Each year, there are at least 20 international course participants and 12-15 Visiting International Fellows with representation from South America, China, India, Belgrade, the UK and other European nations, SE Asia, the Pacific, the Middle East, and Africa.

These connections are critical when we appreciate the transnational nature of crime which has accelerated through globalisation and the new role of capacity building and peace keeping which I will address shortly.

Policing was contained within state jurisdictions until 1960 when the Commonwealth Police Force was established and with it, the Australian Police College.

It is important to know this history as it provides points of reference regarding changes in policing during this period of time. As Manning Clark said, “How can you know where you are going if you don’t know where you’ve been?’

Consider how different the communication structures were in the 1960’s. Terrestrial telephones, mail and cablegrams were the only forms of technical communication with air-mail delivery only a few years old. This left policing (and other) organisations with only rudimentary interoperability.

The sharing of information – an integral aspect of today’s policing – was dictated by geographic constraints, a situation completely different to today with almost instantaneous availability of information from every corner of the world.

On reflection, this is why it has taken us so long to broaden our thinking about policing in this country and the Principles of Policing. Our context was restricted by the preoccupation with jurisdiction rather than, the professionalism doctrine we needed to establish.

When Colonel McCaffrey assumed the role of Principal, policing was very much a localised activity, especially in rural areas. The community constable was well known and provided the reference point for socially acceptable behaviour – and assisted in shaping the standards within that community. With the majority of the population originating from Anglo-Saxon sources, there were few cultural differences and, therefore, no real requirement to have a wider knowledge.

Historically, off-shore interventions and capacity building roles activities were filled by the military. Australia’s history is rich with honouring the best-known such as ANZAC Day, Remembrance Day and more recently, the Battle of Long Tan. These wars and battles were instrumental in shaping our national identity and feature at the fore-front of most Australian’s minds as the most significant military events in our white-settlement history.

In Australia, we are incredibly fortunate to live in an environment where we are not preoccupied by concerns for our personal safety. But, the growth area for policing has been in offshore interventions and capacity building. The decision by the Australian Government to create the IDG and now build it to a force of 1200 brings with it, a new approach to policing and at the same time, it is challenging our notions of the Principles of Policing as we carry out our duties in a ‘foreign policy space’.

But, if we are to consider that the offshore deployments are as much to do with our own security and the complexity associated with the concept of ‘national security’, then we must accept that police have found themselves in a role formerly, and almost solely, occupied by the military.

Bernard Miyet, a former Under-Secretary-General for Peacekeeping Operations in the United Nations took this one step further as far back as 1998 and said that, “the use of police in peacekeeping represents a vital, new dimension of our efforts to respond effectively to complex problems posed by civil conflict”.

The trend in the last 8 years has been for a significant increase in the demand for UN civilian police peacekeeping operations. The UN reports that as long term regional conflicts are resolved and move to a “peacekeeping” stage, civilian police will be required

In 1985, Hugh Collins noted “Australia’s interests and identity cannot be enclosed within a consistent set of boundaries…its future and its fate lie in the complex network of global interdependence…..this gives the country a high stake in defining these international conditions, but also means that changes in international norms and trans-national regimes will have direct impact on domestic politics”. This is the situation the AFP is now in and we are aware of the increasing demands on our capabilities as we strive to fulfill many roles and expectations.

Take for example, the roles of Commissioner Andy Hughes in Fiji and Commissioner Shane Castles in the Solomon Islands. Their challenges and complexities are beyond those of many Commissioners of traditional police organisations more familiar to us here in Australia.

While we have a rich tradition in this country of celebrating our military leaders, many people in police leadership positions are facing similar challenges and in some cases, more challenging roles that I think are being overlooked by our political leadership and certainly, our historians. I am confident that at some point in the future, people will look upon these times as the genesis of a new era in police leadership.

This brings me to how the AFP is mindful of potential situations at the global scale and how our intellectual infrastructure is being used strategically so, where ever possible, we are able to predict and prevent catastrophic events.

The art of being strategically proactive, defined as vision + action, requires a vastly different set of mind processes and, if people turn their minds to how they would like our society to behave over the next 20 years is the vision part. Working out how we achieve this at the local, national and international levels is putting it all together and this course in which you are now participating, will contribute to your individual and collective capacities in this regard.

At home and abroad, we are dealing with complexities and attitudes many of us are unfamiliar and uncomfortable with and, as a consequence, need to embrace a different set of paradigms in order to move into new phases and styles of learning and operating.

So, one of the most significant challenges confronting the AFP in this respect is the need to ensure it has the ability, processes, and doctrine to enable it to succeed in the various peacekeeping or law enforcement roles assigned to it.

Our objectives in these off-shore missions can be broadly described in four different tasks:

1. The provision of basic law enforcement and public order for an interim period;

2. The development of indigenous police forces;

3. The monitoring and mentoring of local police units; and

4. Re-establishing and reforming the judicial and penal systems as well as the penal code.

The current number of civilian police peacekeepers deployed in United Nations missions worldwide is about 7,500. The past and present levels of demand create an expectation that the level of civilian police peacekeeping operations will continue at least at the current level, and will probably increase over the next ten years.

At this point, it is useful to stop, reflect and measure the changes in function, expectation and capabilities from 40 years ago and, in doing so we are able to ascertain how the role of contemporary policing is contributing to democratic processes. 

Through our involvement in Papua New Guinea, Timor-Leste, the Solomon Islands and now Tonga, in law-restoration and then enforcement roles, communities have been enabled to have some sense of surety in their daily lives and operations.

This may not seem much of a deal for us in Australia but if there is uncertainty accompanied by fear even to accomplish simple day-to-day activities, a society cannot function to its potential…….and this potential is a right everyone deserves so they can carry on with confidence.

However, in order to achieve such situations, there are many aspects of training of deployed personnel prior to their commencement in such situations. Within each country and, in some instances, within particular communities, there are cultural and social mores that must be recognised and respected. This is nothing profound – This is simply respect and courtesy as visitors in another country and I think the AFP has acquitted itself very well in this respect.

Emotional Intelligence[6] is now used as a predictor of cultural adjustment in off-shore assignments, especially for prolonged periods. Whereas in the past, emphasis was placed on technical and administrative skills as selection criteria, the inclusion of personality traits is also now assessed and included for suitability.

The capacities of empathy, social responsibility and social relations are deemed essential so the person can be as effective as possible in the designated role. The outcomes include managing any tension between the operation’s objectives and achieving local responsiveness. 

Criteria to ascertain suitability include identifying multiple indicators of learning aptitudes and skills in various social environments, and these cognitive competencies are divided into three main groups of intelligence –

• Analytical - composed of cognitive and emotional intelligence;
• Practical - comprising political, cultural, social, organisational and network intelligence; and
• Creative, which encompasses innovative and intuitive capabilities.

The AFP is very mindful and sensitive to not only how we provide the on-ground support for communities but also how we are perceived to be delivering restorative infrastructures both from the people who live there and from those in neighbouring countries.

As I mentioned earlier, it is impossible not to be affected in some way when serving in an overseas and sometimes volatile environment. Our expectations are not the same if we visit a destination as a tourist rather than a law-enforcer, as we are looking through different eyes.

The physical and social environments and landscapes shape our behaviours and expectations so we adapt accordingly to fit-in most suitably and comfortably…….which brings me to the exciting redevelopment planned for the AIPM on this historic and culturally-rich site.

Noted architect Christopher Alexander[7] said “Human Freedom is not only in our minds; it is a state of grace, natural to us, but too often prevented by the physical environment in which we live” and I see a direct correlation between how we, as police and operating in many arenas, can and will learn from the look, feel, sound and function of this soon-to-be-redeveloped site.

This project, with a budget of $16.24 million, will double the present accommodation and improve the dynamics and learning opportunities for participants and staff.

When discussing Emotional Intelligence earlier, I talked about the desire to have the widest range of characteristics possible to manage appropriately and sensitively in a variety of situations, and this redevelopment provides many analogies for contemporary policing and learning to achieve this outcome.

The planning, creation and delivery so far for the re-development, have required similar skills to police – vision, diplomacy, cultural and environmental sensitivity, a capacity and willingness to learn, flexibility, the desire to leave as small an ecological footprint as possible, and a legacy that will last many years.

The new buildings have been designed using the principles of eco-tourism resorts – to sit lightly on the ground, being subtle yet highly effective, and isn’t this how we want to be in our capacity as valuable and considerate human beings?

Human society is complex and so is Nature – when given the chance – and the inherent features of this site are being honoured and regenerated so the humans are the visitors –

• the resident bandicoots will suffer minimal disturbance as the buildings will be elevated to preserve their habitats;
• the discovery of remnant vegetation species has encouraged the proliferation and incorporation of them into the overall design;
• the penguin colony is being protected so they may continue to breed and live as they have for countless generations.

This project reflects our desire and need to become co-existors with Nature – not managers of Nature and this is a direct correlation to our activities in other cultures – to respect the existing status quo whilst simultaneously being sensitive and effective.

It is possible!

Human activities have shaped our landscapes over thousands of years and will continue to do so with varying results so the environment must not be treated as passive. As we have altered it, so have the elements shaped our learnings and behaviours and this facility will do exactly the same for participants.

The variety of places and spaces within the complex will include pockets of rain-forest, boardwalks, frames with views of short and long horizons, the curvature of the earth, internal and external meeting places, and spots for conversations and reflection.

Nature has a most convincing way of restoring a sense of perspective for us, especially when sitting in solitude on North Head in the realisation that we humans are but a speck in the scheme of universal activities. As we observe the vast ocean curving over the horizon, humility is learned and hopefully applied in our daily activities. Spending time here gives us these reminders to keep a personal and realistic perspective as to who we are and where we see ourselves.

As the founding Commissioners also understood, associations are very important and our linkages and working relationships with many higher education institutions provides mutually beneficial relationships.

Long gone are the days when a policeman had only a basic education; now, we all need wide exposure to many avenues of learning through formal and informal education processes.

The AIPM‘s mission is wide and ambitious in the provision of a learning environment that will soon incorporate much more than just the traditional class rooms. With the emphasis on adult-learning principles which require participants to take responsibility for their learning progress, this simply reflects how we need to function in wider society. Personal responsibility is a component of high emotional intelligence and, the higher the quotient, the more one is able to selflessly serve society.

As Weary Dunlop said ”I have a conviction that it’s only when you are put at full stretch that you can realise your full potential´ Here, in this place of learning, reflection, sharing and personal development, I hope you will all stretch beyond your current capacities to ultimately learn more about yourselves, as this is the territory where the most profound changes can and must take place.

I wish you well for your participation in this course and may you discover much about yourselves and the wider world.

I leave you with some wisdom from author Alvin Toffler -

The illiterate of the 21st century will not be those who cannot read and write,

but those who cannot learn, unlearn, and relearn.

Thank you.

[1] Conference of Police Commissioners, Adelaide, 9 October 1944 (Minutes)

[2] Conference of Commissioners of Police, Brisbane, 18-25 August 1947 (Minutes)

[3] Conference of Commissioners of Police, Perth, 27 September – 1 October 1954 (Minutes)

[4] Conference of Commissioners of Police, Wellington and Auckland, 4 – 9 October 1957 (minutes)

[5] Conference of the Commissioners of the Police Forces of Australasia and the Pacific Region, Melbourne,17-21 March 1958

[6] Gabel RS; Dolan SL & Cerdin JL; Emotional Intelligence as predictor of cultural adjustment for success in global assignments Career Development International Volume 10, Number 5, (2005) pp 375-395

[7] Alexander, Christopher (2003) The Nature of Order (Book 1) Taylor Francis, London

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27 November 2006

2006 Dulux/Bunnings AFAC Developing Future Leaders Program
by Geoff Conway

Where will the future leaders of the fire and emergency services come from? Are there sufficient capable and willing people ready to step into leadership roles within these services? These questions were the central theme of a presentation by Mr Len Foster, Chief Executive Officer of the Australasian Fire Authorities Council (AFAC) to the participants in the 2006 Developing Future Leaders (DFL) Program, conducted recently at the Australian Institute of Police Management (AIPM).

The DFL Program is an intensive 5 day residential course, designed to develop key leadership skills. The participants are chosen by their agencies and either in their first supervisory position or have been identified as having the potential to undertake leadership roles.

Participants attend presentations and workshops examining influencing skills, emotional intelligence, creativity and innovation, leadership and governance. They also take part in experiential learning activities that allow them to apply the ideas covered in the program and observe the process of team development. The facilitators and presenters on the program are all acknowledged industry leaders in their field and are supported by senior leaders within the public safety community.

The 2006 program saw participants from every state and territory in Australia and New Zealand attend the AIPM site and Manly, NSW. The backgrounds of the participants were also very diverse with career and volunteer personnel from fire services, State Emergency Services and land management agencies involved.

During the program participants are grouped into syndicates. The syndicate groups work together on a number of challenges during the week including a research project on an issue that is topical within the public safety industry. The syndicates draw on material from the presentations and workshops conducted during the program, along with their own research, to prepare a presentation for the course members, AIPM staff and industry representatives.

The audience for the syndicate presentations included representatives of Dulux Paints and Bunnings Warehouse. These two companies have been the sponsors of the DFL program for the past 3 years. Their commitment to the development of leadership within the fire and emergency services is greatly appreciated and was acknowledged by the participants at the commencement of the presentations.

In his opening address to the program participants, the Director General of Emergency Management Australia, Mr Tony Pearce, highlighted the importance of the work undertaken by emergency services within Australia and New Zealand, and the critical role that current and future leaders will play in the ongoing safety of their communities. He commended the participants on being recognised by their agencies as potential leaders and encouraged them to apply the skills and ideas that are central to the DFL program.

The AIPM wishes to record its gratitude to Dulux and Bunnings for their support for this important program over recent years. The commitment to the welfare of the community through the development of leadership capacity with the emergency services is greatly appreciated. We also wish to acknowledge AFAC’s continued commitment to these programs and for entrusting the task leadership development of its personnel to AIPM.
If you are a member of an Australian or New Zealand emergency service or land management agency and you are interested in attending the Developing Future Leaders Program you should, in the first instance, contact the learning and development staff of your own organisation who will explain the selection procedures for your agency. Information about the program can also be obtained from the Australasian Fire Authorities Council web site at www.afac.com.au, and go to Events and Programs.

View video of the 2006 AFAC DFL participants (0.3MB)

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16 November 2006

2/2006 Dulux/Bunnings AFAC Volunteer Leaders Program
by Geoff Conway

Four days seems like a very short time in which to build an effective team. Yet the participants on the AFAC Volunteer Leaders Program 2/2006 were able to develop a strong bond and achieved significant outcomes in all areas of the program despite the brief period of time together.

The Volunteer Leaders Program is an intensive residential course run at the Australian Institute of Police Management (AIPM) for senior leaders in volunteer fire brigades and emergency service units. The program is sponsored by Dulux Bunnings and is coordinated by the Australasian Fire Authorities Council. (AFAC)

During the program, the participants took part in a number of workshops, experiential learning activities and presentations aimed at developing insights into the challenges facing leaders of emergency service agencies. They also had the opportunity to develop personal insights into their own leadership style and reflect on their role within their service.

The program was held from 8th to 12th November and brought together experienced volunteer leaders from every Australian state and territory and New Zealand. This wealth and diversity of experience added greatly to the activities undertaken by the participants. The sharing of ideas on the challenges facing volunteering was a highlight of the research project presentations on the final day of the program.

In his opening address to the program, Mr. Steve Young, Deputy Director of Emergency Management Queensland, spoke on the complexity of the emergency management environment and related some of the insights gained from recent emergency events such as Cyclone Larry.

These observations provided a backdrop for the work of the program participants as they considered a number of emergency case studies. These activities required the participants to consider the task of preparing themselves to lead and preparing their teams to manage the often intense challenges of emergency response and management.

The response of the participants to the activities they undertook was very positive. A selection of comments from the program evaluation are provided below.

"A most enjoyable course and I learnt so much. Congratulations to all presenters and staff."
   
"A fantastic program. So many interesting presenters which all encourage further thought. There are many things I will take away from this that will make me think more about my future roles."

"This is a well thought out course that surpassed my expectations. Would not have missed it for the world."

The praise offered by the participants for the course is most gratifying to both AIPM and AFAC. However, it is the contribution made by the participants that is the key ingredient in the success of this program. Mr Tom Rogers, Director of Programs at AIPM confirmed this view in his closing remarks to the program. In complementing the participants on their efforts over the four days of the program he commented on the commitment and passion that all demonstrated for both their own agencies and the communities they served.

The AIPM also records its gratitude to AFAC and Dulux Bunnings for their continued support for this important program.  It is unlikely that AFAC and the AIPM would be able to conduct the programs if not for the foresight, generosity and interest of Dulux Bunnings – their contribution to the Community is gratefully received and acknowledged. 

If you are a member of an Australian or New Zealand volunteer emergency service and you are interested in attending the Volunteer Leaders Program you should, in the first instance, contact the learning and development staff of your own organisation who will explain the selection procedures for your agency. Information about the program can also be obtained form the Australasian Fire Authorities Council web site at www.afac.com.au, and go to Events and Programs.

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11 September 2006

2/2006 AFAC Executive Development Program: A Glimpse of the Future
by Geoff Conway

Managers in public safety and emergency management agencies seldom get time to reflect on the future. Like their counterparts in other industries, the day to day challenges of dealing with urgent priorities, staff and the myriad of organisational stakeholders, can capture all the available attention and energy.

During the three week residential component of the AFAC Executive Development Program (EDP), course participants get an opportunity to research, reflect and write on the future of emergency management without the usual distractions of the workplace. The major assessment task in this post graduate program is a 3000 word Future Directions Paper.

The guidance provided to participants for this task suggests that effective senior executives not only understand their daily environment, but also are able to conceptualise realistic future scenarios. The Future Directions Paper is designed to provide participants with some latitude to “think big” about the future direction of their organisation or business unit. This paper requires participants to:

1. Develop a strong rationale for the way the operating environment may evolve in the next 10-15 years, then,
2. Identify and describe key areas of activity that can be undertaken in the meantime to lead the organisation through the challenges of the future as described.

The participants of the 2nd AFAC EDP for 2006 embraced this challenge with enthusiasm and commitment. Many worked late into the night in the Australian Institute of Police Management (AIPM) library researching and writing on issues of critical importance to the future of emergency management and public safety service delivery in Australia.

In discussions with AIPM and program staff at the conclusion of the program, many of the participants commented on their initial skepticism of their ability to complete the task. However, by the end of the program all had submitted their papers, many of which were outstanding contributions to the discussion on the future of their agencies.

Topics covered in these papers included the future of volunteerism in emergency services, the challenges for emergency management agencies due to climate change, demographic change, development of international partnerships among emergency management agencies, and the changing political environment in Australia and internationally.

The Future Directions paper was not the only task undertaken by participants. They also completed two other written assessment task, delivered oral presentations, and within syndicates, developed and presented a 30 minute reflection session and an information technology case study. The workload during the program is designed to stretch participants without becoming unmanageable. As one participant observed in response to a question about the appropriateness of the workload, “The pressure was at the perfect level to allow me to learn to maximum effect; (it should be) no higher though!”

During the program participants gain insights through sharing the experiences of their fellow participants, attend presentations from some of Australia’s most respected practitioners in the fields of financial management, risk management, leadership, project management and a range of other specialist areas. These presentations are contrasted with experiential learning and team building activities, industry case studies and numerous opportunities to develop presentation and influencing skills.

Throughout the three week program participants are supported by AIPM staff and syndicate leaders. The syndicate leader role is filled by senior agency personnel who take up positions as Program Visiting Fellows for the duration of the course, along with Visiting Fellows seconded to AIPM. The visiting fellows for the AFAC EDP 2/2006 were Deputy Chief Officer Mick Smith, South Australian Metropolitan Fire Service, Lt Col. Yazid Abdullah, Singapore Civil Defence Force, Inspector Ross Payne, Tasmania Police, Mr Andrew Ford, Country Fire Authority-Victoria, and Mr Geoff Conway, AFAC Visiting Fellow at AIPM.

Twenty-six personnel from emergency management and land management agencies throughout Australia and New Zealand completed the second AFAC EDP for 2006 in August at AIPM Manly. AIPM staff were warm in their praise for the way in which this group applied themselves to the challenges of the program. In his closing remarks to the participants, AIPM Executive Director, Dr. Jim Hann commented on their friendly and positive approach to the course and the way in which they had supported each other throughout their stay at Manly.

In their observations on the program participants were very supportive of the experience they had gained through the program. Comments included:

“The program has provided me with some great tools that I can use immediately and in the near future. I have overcome a fear of researching, reading and writing my thoughts…”

“I have learnt a lot about business management as it applies to emergency management organisations and about myself…….I now return to my organisation and will try to implement much of what I have learnt.”

Principle guest at the graduation ceremony was Rear Admiral (Ret) Brian Adams AO RAN. In his address to the program participants he provided a number of valuable insights, based on experience gained throughout a distinguished career in the Australian Defence Force. In particular he spoke of the challenges in leading change, especially during his time as commandant of the Australian Defence Force Academy. Rear Admiral Murray’s comment were warmly received and appreciated by all who attended the celebrations to conclude the program.

The staff of AIPM wishes to record their appreciation and respect for the hard work and achievement of all the course participants of the AFAC EDP 2/2006.

If you are a member of an Australian or New Zealand jurisdiction and you are interested in attending the program you should, in the first instance, contact the learning and development staff of your own organisation who will explain the selection procedures for your jurisdiction. Members of overseas agencies may care to contact the AIPM’s Faculty Administration Manager (faculty@aipm.gov.au) who can provide additional information about the suite of programs offered by the Institute.

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11 September 2006

100th Police Management Development Program
by Stephen Pierce

We at the AIPM often comment on the very different ‘feel’ of each of the residential programs. Each group of participants and program Visiting Fellows combine to create a unique, albeit temporary, learning atmosphere. The recently completed 100th Police Management Development Program (PMDP) was no exception, including the fact that the learning atmosphere had a particular “International experience flavour”. In addition to three students from Asian jurisdictions, we had also had students from Vanuatu and Britain. This was matched by Visiting International Fellows from Canada, Hong Kong and England. We were fortunate to have for the first time a Visiting International Fellow from the Independent Commission against Corruption, Hong Kong Special Administrative Region, Senior Investigator Andy CHAN On-wai. Andy is currently a Training Officer at the ICAC Training School. His responsibilities include the teaching of anti-corruption law and formulation of leadership exercises. Also with us as Visiting International Fellows were Superintendents Ian Wootton and Alison Queen. Ian has been a member of the Durham Regional Police Service in Canada for 28 years and is presently assigned to Crime Management, where he oversees the areas of Major Crimes, Criminal Intelligence and Crime Administration. Alison is a Tutor at the Leadership Academy for Policing, Centrex. She is responsible for Critical Incident Training for senior police officers encompassing command structure and decision making in an interactive learning environment.

The program participants also benefited from the sage advice and guidance of the local Visiting Fellows (VFs): Assistant Commissioner John McRoberts (WA Police); Commander Brendan Bannan (Victoria Police); and Superintendent Terry Jacobsen (NSW Police). (John McRoberts and Brendan Bannan was seconded to the AIPM for the three week residential, whilst Terry is completing a long term fellowship of one year at the AIPM). Participants on the 100th PMDP were very conscious of the value of the Visiting Fellow program, and were grateful for the VF’s insights and experience.

The PMDP is a combined distance and residential program, and successful completion of both elements leads to the award of a Graduate Certificate in Applied Management (fully accredited under the NSW Higher Education Act). The three week residential component is a particularly challenging yet intensely rewarding experience for the participants. During the program, participants are encouraged to think (strategically) about the significant issues confronting senior managers and leaders in Policing and Public Safety Agencies. The major learning outcome relates to the development of increased knowledge, skills and confidence to manage at senior levels.

Participants on the 100th PMDP produced some particularly high quality work; including a group of very innovative Future Directions Papers. In addition to the extensive written and assessed components of the program, the course members formed a lasting network: debated; argued; participated in team building activities; had the Shackleton experience; joked; enjoyed themselves; worked hard; and sampled (extensively!) the AIPM’s famed cuisine.

All of the individual components of the program contribute to what has been referred to as the ‘Manly Experience’. This ‘experience’ is also determined by the composition of the student body. The 100th PMDP benefited from the participation of students from every Australian jurisdiction, and those from New Zealand, Hong Kong, Malaysia, Vanuatu and the United Kingdom. Participants on the 100th PMDP certainly enjoyed the experience, with students commenting that:

“I personally got a lot out of the course. I cannot congratulate you enough. Keep up the excellent work.”

“Thank you for an excellent learning experience”

“This program, moreover this Institution, is an incredibly vital component in the realisation of Policing as a profession... I commend this program and challenge future Police Executives to ensure it remains a significant component of developing police managers and leaders into the future.”

“The course is an extremely relevant and useful exercise. Thank you for your combined efforts.”

The staff at the AIPM wish to record their appreciation and respect for the hard work, professionalism and achievements of all the students and Visiting Fellows on the 100th PMDP. They were an excellent group, and contributed a great deal to the AIPM during their tenure at Manly.

If you are a member of an Australian or New Zealand jurisdiction and you are interested in attending the program you should, in the first instance, contact the learning and development staff of your own organisation who will explain the selection procedures for your jurisdiction. Members of overseas agencies may care to contact the AIPM’s Faculty Administration Manager (faculty@aipm.gov.au) who can provide additional information about the suite of programs offered by the Institute.

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4 July 2006

2006 AFAC Executive Leadership Program
by Geoff Conway

Participants in an executive level academic program would not normally expect to find themselves in the middle of a high speed boat chase on Sydney harbour. The members of the recently completed AFAC Executive Leadership Program (ELP) conducted at AIPM Manly found themselves in this exact situation during a spectacular case study presentation delivered by NSW Police Marine Area Command.

It’s no secret that the ELP is one of the more exacting professional development opportunities for police and emergency service personnel in Australasia. Despite this reputation, there are a number of activities within the program which provide some contrast to the routine of researching, writing and presenting academic papers.

The visit to Marine Area Command provides the participants an insight into the challenges of leading a significant change program. NSW Police have moved the focus of their water borne operations to accommodate the changing nature of the police role on Sydney Harbour and other NSW water ways. During the presentation participants in the ELP are provided with a demonstration of the enhanced capability of the Marine Area Command, especially in counter terrorism operations, and an insight into the challenges encountered in achieving that capability.

Over the last two weeks of June 2006, 21 officers from Emergency Services throughout Australian and New Zealand fire and emergency services along with a number of police from Australian and international justifications took part in the residential phase of the ELP. In addition to their adventures on Sydney harbour they attended presentations from a number of Australia’s foremost experts and researchers on organisational leadership and personal development.

The foundation of the ELP is the academic challenge provided to the participants. During the two weeks they complete a number significant writing tasks. These include an industry case study on a leadership initiative, a major paper on the future strategic challenges in their industry and a proposal for a review of strategy policy within their own organisation. Participants also deliver a number of presentations of their work to syndicate groups as a means of both refining their ideas and developing presentation and influencing skills.

Throughout the program participants are supported by syndicate leaders who act as coach and mentor. The “Visiting Fellows” also mark and providing feedback on the various assessment tasks. Syndicate leaders on the 2006 ELP were Area Director Bill Butzbach, New Zealand Fire Service, Deputy Chief Chuck Mercier, Durham Regional Police, Ontario Canada, Helen Coventry, AFP College, Barton and Geoff Conway, AFAC Visiting Fellow at AIPM.

A highlight of the program was an address by the principle guest at the presentation dinner, Mr David Murray. David Murray spent over 40 years with the Commonwealth Bank including 13 as Chief Executive Officer. During his presentation he offered a number of insights into the challenges of leading a major financial institution through complex and profound change.

The structure and content of the ELP has evolved over a number of years in response to the feedback and suggestions provided by course participants. This positive and constructive input has resulted in a program which is both rewarding and challenging. Overall feedback on this year’s ELP has also been positive with the following observations offered:

“Excellent, challenging and rewarding learning environment and work/life experience.”

“Great content, highly relevant.”

“An excellent course. Very intense but hugely beneficial”

The residential phase of the ELP is followed by a further period of distance learning. Participants will now proceed with the development of a major assessment task involving the review of strategic policy within their agency and a proposal for implementing that review. Ongoing support is offered by AIPM as the participants complete this final stage of the study program leading to the award of a Graduate Diploma in Executive Leadership.

The staff of AIPM and AFAC wish to offer their congratulations to all the participants of the 2006 ELP. All have worked extremely hard and have gained greatly from the two weeks spent at Manly. More importantly they have gained a greater knowledge and understanding of the challenges facing public safety in the immediate future and will be able to serve the Australasian community more effectively as a consequence.

If you are a member of an Australian or New Zealand jurisdiction and you are interested in attending the program you should, in the first instance, contact the learning and development staff of your own organisation who will explain the selection procedures for your jurisdiction. Members of overseas agencies may care to contact the AIPM’s Acting Faculty Administration Manager (faculty@aipm.gov.au) who can provide additional information about the suite of programs offered by the Institute.

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