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The Police Federation of Australia
The Police Association of Tasmania is a branch member of the Police Federation of Australia. The Federation is mainly involved in national policy matters; however, it provides an excellent forum for exchange of information. The Federation's Constitution provides for annual conferences. The Federation's Council consists of the President and Secretary of each branch.
CEO Mark Burgess and Information:
Mark Burgess was appointed the CEO of the Police Federation of Australia on 6 December 2000. He joined the NSW Police Service in 1988 and was promoted to Sergeant in 1996. He holds a degree in Justice Studies from Newcastle University as well as a Masters in Public Policy and Administration from Charles Sturt University. He was full time President of the NSW Police Association for two and a half years immediately preceding his appointment as the PFA Chief Executive Officer.
The Police Federation of Australia has been designed to supplement State and Territory Associations at a National level. It has never been planned to, and never will, replace them. The Police profession occupies a unique position in Australian society. Its status has been built on trust, confidence and community respect. In the past, members of the profession have been able to rely on this status to ensure the goodwill of, and influence with decision-makers. However, times have changed. Issues affecting policing have become far more politicised, and in some respects, external factors have not only challenged but some have actively sort to undermine this image. Traditionally, the profession has limited its contacts with government to each police association communicating with its respective state or territory jurisdiction. However, there is now recognition that the Commonwealth will have an increasing role in coordination, through the cooperation of the various State & Territory Governments, dealing with emerging international security issues, responding to increased community concerns at a national level, and accepting increased responsibility for resource allocation and funding. In these changed circumstances the PFA recognized a need to establish a relationship of influence with the Commonwealth Government in order to ensure that the voice of policing is properly heard during the debate. To achieve this outcome on behalf of the police profession, the PFA realised a need to become pro-active in a strategic manner. It is not by accident that the PFA now sees its primary role in non-industrial issues involving policing. Issues which the PFA now intends to focus on are those which are no doubt considered beneficial to the respective police associations and their members, but to some extent impracticable for any one association to take sole responsibility. This view was therefore taken into account when the PFA, at its Council meeting in August 2000, endorsed a "Strategic Plan" for the future to ensure it best represents its 42,000 members. The priorities of that plan are:
1. Lobbying
The PFA requires a strategy to increase its influence with the Federal Parliamentary & Government process, thereby raising the profile & influence of affiliates within their own jurisdictions. In this context the 'process' includes all elements of the Government, including the Opposition & the parties & individuals of the cross-benches, the Commonwealth bureaucracy, & also extends to key members of the media & influential party figures external to the parliamentary process. The long-term objective is to ensure that when any matter of interest to the profession is under consideration by Government or policy makers at the Federal level, the Federation is included in the consultative process.
2. National Research
In order to underpin the PFA's political lobbying, industrial services & the establishment of models of professional development, it requires a research capacity to provide: Professional credibility to the organisation; Information on all aspects effecting the policing industry; and The capability for the PFA too proactively approach issues effecting the industry in a timely & structured manner in partnership with all branches of the PFA.
3. Conferences, Seminars & Publications
Owing to its unique position of being the only body capable of representing the interests of all members of the profession throughout Australia & New Zealand, a role exists for the PFA to hold professional conferences & seminars & produce publications on policing to show leadership on professional issues.
4. Industrial Services
The PFA should continue to provide assistance by way of research & advocacy to all States & Territories as required. It is planned to broaden the focus of the Industrial Planning Committee (all of the State & Territory Industrial staff) to research anticipated industrial developments and trends Australia & worldwide, as opposed to retrospectively looking at issues.
5. Professional Development
The PFA occupies a unique position in its representation of the profession throughout Australia. As such it should position itself as the leading advocate of national police competencies currently being developed by working officers throughout Australia to establish consistent training outcomes across Australia.
6. Co-ordination of Administrative issues
The PFA is in a position to use internal economies of scale in the purchase of equipment and services. For example, between the various affiliates of the PFA, we spend many thousands of dollars on things such as motor vehicles, IT, stationary, airfares, training courses for members and staff, legal assistance and conferences. We are also in a good position to look at the national provision of member services. Services such as superannuation, health funds, various insurance's, computer & other IT purchases, petrol, mobiles, hotels, airfares & home loans to name but a few. Across the country the average membership rate of each state and territory police associations exceeds 99%. As such, when each of the state and territory associations come together under the banner of the PFA we can effectively and realistically say that we represent the police profession. Prior to the advent of the PFA in January 1997, there had been no recognised representative body, which has been able to speak on behalf of the police profession throughout Australia. The Commissioners' of Police and the State and Territory Police Ministers are all primarily concerned with their own jurisdictions. As such, the Federal Government, other than speaking to a consortium of State Ministers, has not had access to dealing with the police profession generally. It became very obvious after the strategic planning exercise that the PFA is what many have already labeled, a 'sleeping giant'. It is, our joint responsibility to awaken that sleeping giant & see that it pursues the types of roles that the strategic plan has outlined for us, in the best interest of our 42,000 members across the country.
CEO Mark Burgess and Information:
Mark Burgess was appointed the CEO of the Police Federation of Australia on 6 December 2000. He joined the NSW Police Service in 1988 and was promoted to Sergeant in 1996. He holds a degree in Justice Studies from Newcastle University as well as a Masters in Public Policy and Administration from Charles Sturt University. He was full time President of the NSW Police Association for two and a half years immediately preceding his appointment as the PFA Chief Executive Officer.
The Police Federation of Australia has been designed to supplement State and Territory Associations at a National level. It has never been planned to, and never will, replace them. The Police profession occupies a unique position in Australian society. Its status has been built on trust, confidence and community respect. In the past, members of the profession have been able to rely on this status to ensure the goodwill of, and influence with decision-makers. However, times have changed. Issues affecting policing have become far more politicised, and in some respects, external factors have not only challenged but some have actively sort to undermine this image. Traditionally, the profession has limited its contacts with government to each police association communicating with its respective state or territory jurisdiction. However, there is now recognition that the Commonwealth will have an increasing role in coordination, through the cooperation of the various State & Territory Governments, dealing with emerging international security issues, responding to increased community concerns at a national level, and accepting increased responsibility for resource allocation and funding. In these changed circumstances the PFA recognized a need to establish a relationship of influence with the Commonwealth Government in order to ensure that the voice of policing is properly heard during the debate. To achieve this outcome on behalf of the police profession, the PFA realised a need to become pro-active in a strategic manner. It is not by accident that the PFA now sees its primary role in non-industrial issues involving policing. Issues which the PFA now intends to focus on are those which are no doubt considered beneficial to the respective police associations and their members, but to some extent impracticable for any one association to take sole responsibility. This view was therefore taken into account when the PFA, at its Council meeting in August 2000, endorsed a "Strategic Plan" for the future to ensure it best represents its 42,000 members. The priorities of that plan are:
1. Lobbying
The PFA requires a strategy to increase its influence with the Federal Parliamentary & Government process, thereby raising the profile & influence of affiliates within their own jurisdictions. In this context the 'process' includes all elements of the Government, including the Opposition & the parties & individuals of the cross-benches, the Commonwealth bureaucracy, & also extends to key members of the media & influential party figures external to the parliamentary process. The long-term objective is to ensure that when any matter of interest to the profession is under consideration by Government or policy makers at the Federal level, the Federation is included in the consultative process.
2. National Research
In order to underpin the PFA's political lobbying, industrial services & the establishment of models of professional development, it requires a research capacity to provide: Professional credibility to the organisation; Information on all aspects effecting the policing industry; and The capability for the PFA too proactively approach issues effecting the industry in a timely & structured manner in partnership with all branches of the PFA.
3. Conferences, Seminars & Publications
Owing to its unique position of being the only body capable of representing the interests of all members of the profession throughout Australia & New Zealand, a role exists for the PFA to hold professional conferences & seminars & produce publications on policing to show leadership on professional issues.
4. Industrial Services
The PFA should continue to provide assistance by way of research & advocacy to all States & Territories as required. It is planned to broaden the focus of the Industrial Planning Committee (all of the State & Territory Industrial staff) to research anticipated industrial developments and trends Australia & worldwide, as opposed to retrospectively looking at issues.
5. Professional Development
The PFA occupies a unique position in its representation of the profession throughout Australia. As such it should position itself as the leading advocate of national police competencies currently being developed by working officers throughout Australia to establish consistent training outcomes across Australia.
6. Co-ordination of Administrative issues
The PFA is in a position to use internal economies of scale in the purchase of equipment and services. For example, between the various affiliates of the PFA, we spend many thousands of dollars on things such as motor vehicles, IT, stationary, airfares, training courses for members and staff, legal assistance and conferences. We are also in a good position to look at the national provision of member services. Services such as superannuation, health funds, various insurance's, computer & other IT purchases, petrol, mobiles, hotels, airfares & home loans to name but a few. Across the country the average membership rate of each state and territory police associations exceeds 99%. As such, when each of the state and territory associations come together under the banner of the PFA we can effectively and realistically say that we represent the police profession. Prior to the advent of the PFA in January 1997, there had been no recognised representative body, which has been able to speak on behalf of the police profession throughout Australia. The Commissioners' of Police and the State and Territory Police Ministers are all primarily concerned with their own jurisdictions. As such, the Federal Government, other than speaking to a consortium of State Ministers, has not had access to dealing with the police profession generally. It became very obvious after the strategic planning exercise that the PFA is what many have already labeled, a 'sleeping giant'. It is, our joint responsibility to awaken that sleeping giant & see that it pursues the types of roles that the strategic plan has outlined for us, in the best interest of our 42,000 members across the country.