STATEMENT l, PeterJohn MARTIN state:-

I am an AssistantCommissioner in the QueenslandPolice Service (OPS). I have approximately31 years policingexperience having joined the QueenslandPolice Servicein January1980. After being inducted as a Constablein July1981, lserved in a numberof uniformedpositions within Brisbanebefore being transferred to Mareeba,Queensland. I servedfor a numberof yearsin relievingpositions in single- officerstations in ruraland remotelocations before being appointed to PlainClothes duty in Brisbanein 1986. I have servedas a Detectivein variouslocations for approximately10 yearsand haveworked in educationand training roles both at a Districtand Academy level.

I havea broadrange of experienceas a CommissionedOfficer undertaking duties in areassuch areas as: Drug and AlcoholCoordination Unit and StaffOfficer to the AssistantCommissioner, Operations Support Command. I waspromoted to the rank of ,in the positionof Chief of Staff,Commissioner's Office and performedduty as: DistrictOfficer at BrisbaneWest District; , MetropolitanNorth Region; and relievingas the ActingAssistant Commissioner of thatRegion. After being promoted to AssistantCommissioner, I have relieved on a number of occasionsas the AssistantCommissioner at OperationsSupport Commandand MetropolitanNorth Region and haverelieved previously as theActing DeputyCommissioner (Specialist Operations).

I was appointedto the positionof AssistantCommissioner, Ethical Standards Command(ESC) in April2008. The ESCis one of fivespecialist Commands within theService and the primaryresponsibilities of this Command are:-

. Review,determine compliance with, and reporton issuesincluding: o the reliabilityand integrityof financialand operational information and the means used to identify,measure, classify and report such information; o the systemsestablished to ensurecompliance with QPS policies, plans,procedures, laws, regulations, and delegations of authoritythat havea significantimpact on operationsand reports;

Statementof AssistantCommissioner Peter Martin APM 2t/09t2010 the meansof safeguardingassets from loss, theft and/orfraud and whereappropriate, the existenceof QPSassets; the economyand efficiencywith which resources are managedand used;and operationsand programsto ascertainwhether results are consistent with establishedobjectives and goals,and whetheroperations are beingcarried out as planned. lnvestigateallegations of corruption,misconduct and seriousbreaches of discipline,including suspected unethical conduct. Developeducational strategies to promote,reinforce and engenderin all employeesa full understandingof the expectedstandards of ethical behaviour. Enhanceethical standards for employeesof the QPS,including development of corporatepolicies, practices and strategiesthat prevent,minimise and discourageunethical conduct. ' Activelyoversight and investigatespecified RelatedIncidents' (Police- relatedincidents include deaths in custody- pursuantto s.1.17of the OperationalProcedures Manual).

a Administerthe discipline system of theQPS.

a Ensureproceduralfairness, quality and timeliness in alldisciplinary processes.

a Encouragereporting by internalsources of suspectbehaviour.

a ldentify,investigate and disseminatebest practiceprocedures across all functionsof theQPS.

a Co-ordinaterisk management within the Service. proper a To maintainthe confidenceof all QPSmembers in respectto the and efficientmanagement of the QPSdiscipline system.

'the The Commissionerhas the legislatedresponsibilities for efficientand proper administration,management and functioningof the policeservice in accordancewith the taw. (s.4.8(1)of the PoticeSeruice Administration Act 7990(PSAA)). Without limitingthe Commissioner'sresponsibilities, he is responsiblefor amongstother things,,discipline of membersof the service'(s.4.8(2)(l) of the PSAA).

TheCommissioner has the authorityto delegatepowers of the Commissionerunder the pSAAto anyother police officer or staffmember (s.4.10(1) of the PSAA)'With 'discipline respectto responsibilityfor the of membersof the service',the Commissionerhas delegated these responsibilitiesto ffie, as the Assistant

Statementof AssistantCommissioner Peter Martin APM 21t09t2010 Commissioner,Ethical Standards Command. I therefore,on the Commissioner's behalfand with his authority,assist the Commissioner'sin meetinghis obligations underthe Crimeand Misconduct Act 2001 (Chapter 2, Parl3 CMAct).

Disciplinearrangements in largewestern policing agencies are complex and dynamic environmentswithin which to operate. In comparisonwith otherwestern policing agencies,the QueenslandPolice Service is largein termsof size. lt is currently approximatelyequal 2nd largest police agency in Australiaand has around14,500 employees.Naturally with sucha largeworkforce there is likelyto be somemembers who do not meetorganisational or communityexpectations in termsof behaviouror performance.

Thereare significant community interest issues associated with police discipline. lt is rightto expectthat PoliceOfficers are subjectto a differentand higherexpectation thanothers operating in other unitsof publicadministration (government departments and instrumentalities).The communityexpect and demandpolice to subscribeto higherstandards of behaviourand the QPS disciplinarysystem, which is consistent withthe objectsof the CM Act,aims to maintainand maximise community confidence. It acceptsthat some misconductis inevitablein largepolicing jurisdictions but is premisedon the beliefthat communityconfidence and legitimacy is dependentupon the Service having both the capabilityto deal with mattersand moreoverthe willingnessto set standards,implement preventive measures and addressissues whenthey arise.

As the AssistantCommissioner, ESC I havea significantleadership role, together 'purpose withother Senior Executive Members, to promotethe of discipline',which is to: . Maintainpublic confidence in theQPS; r Maintainthe selfesteem of membersof theService; . Maintainconfidence in the abilityof the Serviceto fulfilits statutoryfunctions; o properstandards of conductfor membersof the Service; o Maintainthe efficiencyof the Service;and o protect the reputation of the Service (s.18.1.1. Human Resource ManagementManual (HRMM))

Statementof AssistantCommissioner Peter Martin APM 2y09t2010 To supportthe Servicesstrategic policy on disciplineand complaintmanagement, I havespecific responsibilities which are outlinedin Servicepolicy. These are: . Reviewingand reportingon issuessuch as the reliabilityand integrityof financialand operational information of theService; . lnvestigationof allegationsof corruption,misconduct and serious breaches of disciplinein theService; . Developmentof educationalstrategies to promote,reinforce and engender in membersa fullunderstanding of the expectedstandards of ethicalbehaviour; . Enhancementof ethicalstandards for membersof the Serviceby developing practicesand strategieswhich prevent,minimise and discourageunethical conduct;and o Encouragingmembers to reportsuspect behaviour (s.1.4.3 ol theOPM)

In this leadershiprole, I alsocontribute to a nationalexamination of issuesaround 'Ethicsand Integrity lssues in Policing'.The Australia New Zealand Policing Advisory Agency (ANZPAA)facilitates regular meetingswith all policingjurisdictions in Australiaand New Zealand,to examineissues relating to ethics and integrity systems. At the ANZPAABoard Meetingof June2008, ANZPAA was taskedwith ensuring'professionalisation' of policing is monitoredand progressedand that a 'professionalstandards' agenda is pursuedto ensureissues of ethicsand integrity continueto be anticipated,understood and addressed.ANZPAA is progressingthis work, with jurisdictionalinput, through the ANZPAAIntegrity Forum (AlF) and a committeewhich reports to the AIF which is the ANZPAA IntegrityTesting PractitionersCommittee (AITPC). Work to date,which has involvedQPS input, has centredaround eight strategic priorities, which are: 1. Drugand Alcohol Use 2. DeclarableAssociations 3. Useof Force 4. Earlylntervention Strategies 5. lnformationSecurity 6. Falsifyingand Misleading lnformation 7. SocialNetworking Sites 8. EthicalHealth Index. It shouldbe recognisedthat ESCon behalfof the QPShas taken lead responsibility forthe 'Useof Force'strategic priority.

Statementof AssistantCommissioner Peter Martin APM 2U09t2010 I amsupported in meetingmy responsibilitieswithin ESC through the workof a Chief Superintendent(Operations Coordinator) and variouswork units. The roleof the ChiefSuperintendent, ESC is to providequality advice to me as the Assistant CommissionerESC on all operationaland support activities of the Command.The ChiefSuperintendent ensures policing operations within ESC, at thebranch level, are effectiveand efficientand are activelycontributing to the achievementof the ESC andthe QPS goals. The ChiefSuperintendent liaises and negotiatewith members of the Service,government, community groups and the private sector at state,national andinternational levelto achieve effective policing outcomes.

I am further supported by the work of three Superintendents(or Acting Superintendents)in roles such as Internallnvestigations Branch, Ethical Practices Branch,and Inspectorate and EvaluationBranch. I am alsoresponsible for thework thatoccurs within lnternal Audit which is managedby a seniorstaff member.

Theprimary work units within ESC and their roles are: lnternallnvestigation Branch (llB)- Conductingsignificant internal investigations and the managementof complaintsgenerally, is the responsibilityof the lnternal InvestigationsBranch. The Branchprovides the organisationalcapability in termsof resourcesand expertiseto centrallymanage complaints and providean interface with oversightagencies such as the CMC.The Branchprovides the capabilityto 'deaths independentlyinvestigate the most seriouspolice relatedincidents, in custody',and does so in conjunctionwith the StateCoroner and CMC.lt is of note thatsince mid-2008 when the currentMOU was signedbetween the Commissioner of Policeand the State Coroner,ESC has conducted25 deathin custody-related investigations.Internal Investigations Branch engages with ProfessionalPractice Managersin each Region,Division and Commandto ensurematters are resolved satisfactorily.The Branchalso hasthe oversightrole for mattersassigned externally for investigation.

EthicatPractices Branch (EPB) - The primaryfocus of the EthicalPractice Branch is on corruptionprevention and it doesthis by implementinga number of keyinitiatives designedto preventor deter unethicalbehaviour. These initiatives are throughthe provisionof: . state-wideskills training and ethics awareness . an internalwitness support program

Statementof AssistantCommissioner Peter Martin APM 2U0912010 corruptionprevention research and data analysis corporaterisk management and business continuity earlyintervention through risk analysis and intelligence vettingservices for promotionsand transfers an effectivehonours and awards system and specialprojects such as ProjectVerity

Inspectorateand EvaluationBranch (lEB)- providesan independentState-wide assessmentof managerial,administrative and operationalfunctions and programs. The aim of these is to promoteprofessionalism, strategic thinking and best managementpractice; direct managerialaction towards areas of greatestrisk; and add value to managementefforts to improve performance,accountability and integrity.The IEB inspectionprogram is guidedby an operationalplan whichis presentedto the QPSAudit Committee(lndependent Chair and QueenslandAudit Officerepresentation) and approvedby the Commissionerof Police.The plan is developedafter detailed research and planningwith input from senior management Statewideand is structuredto facilitateaudits of regions,command and divisionson a regularbasis according to identifiedissues and operationalcontingencies. The workof Reviewand Evaluation(R&E) Unit also occurs under lEB, and includesthe: independentevaluations of projectsare that are beingdelivered in otherQPS work units;coordination of externalresearch; and assistancefor QPSstaff conducting in- housereviews or evaluations.R&E operatesindependently from the regionsto provide objective assessmentsof QPS operationalprograms and procedures. Repor.tsand recommendationsare used by QPS personnelto make strategic decisionsand to improveservices.

lnternalAudit- lnternalAudit is an independentappraisalfunction established within the QPS to examineand evaluatethe Servicesactivities and to report to the Commissioneron the adequacyof administrationand effectivenessin fulfillingthe responsibilitiesimposed on the Commissionerby the FinancialAccountability Act 2009.The roleof lnternalAudit is to assistthe Commissionerto achieve the Services corporateobjectives through the provision of informationand independent professionaladvice which is timely,relevant and accurate,in accordancewith the Act.

Statementof Assistant Commissioner Peter Martin APM 6 21t091201.0 As wellas havingportfolio responsibilities for disciplineand complaintmanagement, internalinvestigations, ethical practices training and audit and inspectionfunctions, I haveresponsibilities for a rangeof ancillaryareas. These include but are notlimited to thefollowing:- . Flepresentationon QPS strategic and decision-making committees- As a memberof the seniorexecutive, I have a rangeof corporateresponsibilities suchas: memberof the Boardof Management;Senior Executive Conference and AssistantCommissioner's Conference; Co-chair of the StrategicRisk ManagementConference; Chair of the QPS ResearchCommittee. I also representthe Commissionerof Policeand DeputyCommissioner's on a rangeof strategicand operational meetings as the need arises. Airport lJnifiedPoticing - The AustralianGovernment determined that the AustralianFederal Police (AFP) is responsiblefor the managementand coordinationof airportpolicing at eachof the 11designated Counter Terrorist FirstResponse airpons across Australia. ln orderto fulfilits obligationsthe AFPsought assistance from various State and/or Territory Police jurisdictions to providepersonnel to assistwith airportpolicing functions. The AFP has entereda Memorandumof Understandingwith the QPSto providepersonnel to assistwith airport policing. Officers selected for this duty are grantedleave withoutpay from QPS for the termdeployment and are SpecialMembers of the AFP. The QPS currentlyhas deployed102 officerssituated at three internationalairports in Queensland,in supportof AUPoperations. I manage thison behalfof the Commissionerand the Queensland Government. InternationatDeployment Group (lDG)-The QPS has beenassociated with the IDGsince its inceptionin 2004.The IDGwas establishedto managethe deploymentof Australianand Pacificlsland police overseas. The lead agency withinthe IDG is the AustralianFederal Police. The IDG comprisesstaff drawn from AustralianState jurisdictionsand the AFP with State police personnelappointed as SpecialMembers of theAFP for the durationof their IDGservice. In September2009, the Ministerfor Police,Corrective Services and EmergencyServices committed to a deploymentof 10 QPS officers during 2O1O- 2011 to the Solomonlslands as part of the Regional AssistanceMission to the Solomonlslands (RAMSI). These officersare currentlydeployed to the Solomonlslands. I also managethe IDG deploymenton behalfof the Commissionerand Queensland Government.

Statementof AssistantCommissioner Peter Martin APM 2U09t2010 . Research- As well as Chairingthe QPS ResearchCommittee, I am responsiblefor coordinatingexternal research relevant to the QPS. I havea keyrole in identifyingand promulgating QPS research priorities and negotiate on behalfof the Servicewith externalresearch agencies and institutionsto develop methodologicalapproaches for research, develop funding submissionsand negotiaterelease of resourcesincluding data for research. A priorityfor the QPS ResearchCommittee is to ensurethat research mirrors the Service'svalues and that ethical considerationsand values arc embeddedin strategieswhich examine future service delivery models and is cognisantof the needfor communityengagement.

Staffingand resourcesat ESCare determinedby operationalneed as assessedand monitoredby the QPS Board of Managementthrough a corporategovernance framework.These finite resourcesare splitbetween the fourwork areas within ESC to providethe appropriatestructure needed to achieveESC outcomesand goals. The staffingrnodel within ESC is largelycomprised of seniorsworn officers at the ranksof lnspectorand SeniorSergeant with administrativesupport functions being per{ormedby swornotficers at SergeanVseniorConstable rank and unswornstaff at varyingadministrative levels. The effectiveadministration and utilisationof the allocatedstaff and resourcesin ESC is a constantchallenge due to competing intereststhat arise between corporate need and Commandand Regionaldemands for service.

All ESCpersonnel operate from PoliceHeadquarters, 200 RomaStreet, Brisbane, Thetotal permanent number of staffis 107(comprising 73 sworn& 34 unsworn)and totalstaff including temporary staff is 123(comprising 83 sworn& 40 unsworn)'The totalnumber of staff (permanentand temporary)is dividedwithin the followingwork units:lnternal Investigations Branch - 49 total (42 sworn& 7 unsworn);Ethical PracticesBranch - 30 total (16 sworn& 14 unsworn);lnspectorate & Evaluation Branch- 29 total (19 sworn & 10 unsworn);Internal Audit (5 unsworn);with the balance(10 in total)being Commandpersonnel. The ESCcould be describedas havingadequate resources. Having said this, there are timeswhen the resources particularlywithin tnternat Investigations Branch are stretchedto capacity.This can occurin situationswhere there are demandsfor InternalInvestigations personnel as a resultof a deathin custodyor deathin policeoperation situation or someother criticalinvestigations such as a'police-relatedincident'(S.1'17 of OPM).

Statementof AssistantCommissioner Peter Martin APM 21t09t2010 A numberof incidentsoccurring contemporaneously or separated by a shorttime period and geographicallydispersed across Queenslandcan pose significant challengesfor ESC. On this basis,ESC utilises resources, where appropriate, from other Regionsand Cornmandsin Queensland.In each Regionand in some corporateareas of the Servicethere is a seniorofficer (usually at Inspectorlevel) whoperforms the ProfessionalPractices Manager (PPM) role. The PPMis ultimately responsibleto the SeniorExecutive Officer of the Region,Comrnand or Divisionin whichthat officer works. These PPM's have a reportingline, however, to ESCfor the purposesof administeringthe disciplinaryprocess. The PPM is responsiblefor ensuringthat complaintsare recordedappropriately; are assessedin line with Servicepolicy and that action is taken in terms of investigation/resolutionand 'system' subsequentfinalisation. PPM's are an importantpart of the disciplinary but they do not directly answer to me, in a supervisorysense, as the Assistant Commissioner.ESC.

As part of the suite of initiativesthat have been introducedin the wake of the OperationTesco revelations,the Commissionerhas agreedto the significant expansionof staffingfor ESC. Thiswill particularly enhance the investigativedomain of the ESC functionas well as increasethe intelligencegathering and analysis capability.Administrative function within the Command will also be enhancedand is thereforelikely to work towardstruncating the lengthof time taken to finalise investigations. lncreaseswill also occur within the researchcapability of the Command,which is anotherkey ESCfunction. This increase has also occurred at a time when increaseddemands have been identifiedpotentially as a resultof increasedcapability within the contextof telephoneinterception product.

The QPS disciplinaryprocesses are an essentialpart o{ ensuringthe Queensland PoliceService remains professional and ethical.There are two typesof processes 'Management usedfor complaintsnamely 'lnvestigation' and Process'. In cases wherea matteris dealtwith through 'management processes' then a fullinvestigation is notundertaken.

Membershave an obligationto reportcomplaints under s.7.2(2) of the PoliceSeruice AdministrationAct 1990.Complaints are recordedon a formcornmonly referred to as a QP 466.Complaints are centrallyreceived within the StateCoordinators Office of EthicalStandards Command and subjectedto a triagingprocess. Matters that relate to CategoryA (a complaintraising a suspicionof officialrnisconduct or police

Statementof AssistantCommissioner Peter Martin APM 2V09t2010 while misconduct)misconduct complaints are fonruardedimmediately to the CMC categoryB (allegationof misconductwhich is not a categoryA matter)misconduct of complaintsare considered through weekly CMC/QPS Liaison Meeting' Breaches Most Disciplineare forwardedto the relevantRegion or Commandto resolve' complaintsare managed centrally through Ethical standards command'

Regionare Complaintsrelating to MetropolitanNorth Regionand North Coast the QPS subjectto ProjectVerity processes. Project Verity is a jointproject between Thereare andCMC to refinethe way in whichcomplaints are managed by theQPS' a numberof sub-projectsunder the Verity umbrella dealing with: for the 1. Decisionmaking - the devolutionof greaterauthority and responsibility managementof some types of complaintsfrom the ESC to appropriate manageriallevels within the regionsand commands; 2. Monitoring- the irnplementationof an appropriateregime to ensuremanagerial will accountabilitythrough the developmentof a frameworkfor how the cMC monitorthe QPS and howthe ESCwill monitor the regions;and Process 3. Disciplineand sanctions- the AdministrativeConsensual Disciplinary (ACDP)is a new disciplinaryoption for the managementof complaintsthat 'plead enablesa subjectofficer to guilty'tomisconduct or a breachof discipline withouta full investigationor disciplinaryhearing being conducted'

has The most recent analysisof data from the ComplaintManagement System period identifieda total of 2gBScomplaints were receivedacross the Servicefor the 21"/" 2009/2010an increaseof about20% (number)or when expressedas a rale (rateper 100officers) from the previousyear. Forthe sameperiod (2009/10) south 29"/o EasternRegion received504 COmplaintswhich was an increaseof aboul (number)expressed as a rate30% (rate per 100officers). The top 3 allegationtypes a acrossthe QPS are: official conduct(18.3%); Assaulvexcessive force without per weapon(15.7%); and Demeanour/attitude(15%). Overall the rateof complaints the 100 membersfluctuates each year but has not changedsignificantly since 200412005Period.

'lnvestigations' 667files Duringthe period 1 July2009 to 31 May2010, accountedfor (77%)in (ZB%of all complaints).Management Process accounted tor 2215files over 2OOg/10.A recentaudit of all managementprocess files closed for the State been the lastthree months has shownthe averageperiod to finalisethe mattershas 122days.

2U09t2010 Statementof AssistantCommissioner Peter Martin APM 10 Complaintsare resolvedthrough a numberof categoriesincluding for the period 2009/2010approximatelY: . 5"/o(approx.) of allallegations were substantiated a 12%Managerial Response/Action o 13%Exonerated a 18% no furtheraction (NFA) which includesmatters interwoven with court, frivolous/vexatiouscomplaints, and no misconductidentified and 52'/"of complaintsnot substantiated.

A matureand proficient integrity system is onethat encourages individuals who wish to makea complaintand activelysupports that personwhen they do complain'lt also acknowledgesthat there can be both individualand systemicobstacles to individualscoming fonrvard with theircomplaints. The Internal Witness Support Unit wasestablished within the EthicalStandards Command in 1998to provideguidance andsupport to memberswho reportmisconduct by anothermember of the Serviceor whoare witnessesin thesematters. This Unitis committedto providinga specialist supportservice in compliancewith the WhistleblowersProtection Act 1994.This Serviceis directedtoward: o a 24 hour contactpoint where memberscan ring/emailfor adviceand guidance(anonyrnously if they choose); o the provisionof supportand networksfor bothsworn and unswornmembers whoreport or who are witnessesin complaintsinvolving: breach of discipline; misconduct;official misconduct; or havemade a publicinterest disclosure; . guidancein reportingprocesses and whereapplicable receipt of complaints; and o liaisonpoint betweena complainanVwitnessesand professionalservices includingHuman Services Officer's, health specialists and reporting agencies.

Thenumber of publicinterest disclosures has increased significantly throughout 2010. Forthe period2OOgl2O10 there were 68 publicinterest disclosures registered. During the sameperiod a totalof 15 membersentered as internalwitnesses. In comparison there were 2 publicinterest disclosures and 6 internalwitnesses for the period 2OOgl2O0g.A total of 11g members(as at 15 september2010) are currentlybeing supportedthrough the Unit.

Statementof AssistantCommissioner Peter Martin APM l1 21t0912010 The preventativeand proactivework of the Commandspecifically, and the Service generallyis reflectedin the CorruptionPrevention Plan 20A9-13. The purposeof the Plan is to ensurethat ]he QPS remainsa corruptionresistant organisation by estabtishinga framework that promotesa cultureof professionalismand integrity'. TheQPS has adopted a strategicapproach to corruptionprevention, encouraging all levelsof the serviceto identifycorruption risks within the workplaceand developing strategiesand treatments using risk management principles. In thisway the Planis facilitatedusing 'four pillars', which are: 1.The QPS corporate governance framework for corruption prevention; 2. A strategicframework to ensurethe QPS remainsa corruptionresistant organisation . strengtheningthe ethicalculture . targetingof corruptionrisks r the QPS framework for corruption prevention plans at districVstation/workunit level 3. lndividualcommitment: 'lntegrity is everyone'sbusiness" . QPSStatement of Ethics o ethicaldecisionmaking tool 'SELF Test' (explained below) 4. Educationand ethical awareness

The QPS CorruptionPrevention Plan places an expectationon officersto maintain the higheststandards of conductand places a responsibilityon individualsfor them to take responsibilityfor their own personalconduct (consistent with the Codeof Conduct).Determining if an individual'sconduct is rightand proper,whether on or off duty,requires examination of the natureof the conductexhibited and the context in whichthe conducttakes place. The Servicehas for overa decadepromoted a 'SELF simpletest, known throughoutthe organisationas the Test' to enable individualsto self-assessthe appropriatenessof their personalconduct and the conductof others.This uses the following pneumonic to describethis simple process,

AS: $crutiny- Wouldyour decision withstand scrutiny by thecommunity or theService? Ensure- Compliancewith yourOath of Service,Code of Conductand Service policy? lawful- Doesyour decision comply with all laws, regulations and rules? lair - ls yourdecision fair to the community,your family and colleagues?

Statementof AssistantCommissioner Peter Martin APM 12 21t09t20t0 The QPS has a significantcommitment to promotingethical behaviour through educationand training programs. The QPSdelivers specialist training courses and informationsessions on ethicsand disciplineand complaint management. Ethics is alsoembedded in trainingconducted through the PoliceService Academy including recruittraining and specialistand in-servicecourses. Ethical Standards Command takesa lead role in conductingskills based discipline and cornplaintmanagement trainingand ethicstraining and informationsessions. Annuallythe Command deliverson averageabout 100 trainingand informationsessions to around2000 members.However, specific issues will be dealtwith differentlywith significant resourcesapplied from acrossthe Servicewhen necessary.An exampleis the DangerousLiaisons Training, conducted since November 2009, to morethan 4400 members,predominantly OlCs, supervisors, and plain clothes officers'

Trainingis constantlyevaluated as partof continuousimprovement philosophy. For example,a 2009training survey found a highresponse rate on how well prepared 'Recruit trainingparticipants were on ethics. In 2009, a TrainingSurvey' was conductedby the Human Resources DevelopmentBranch as part of a comprehensivebusiness review. A range of personnelincluding, First Year ,District Trainers and otherssuch as Officer'sin Chargepersonnel were 'Perform askedhow well preparedthey were lo dutiesin a professionaland ethical manner (inctudesapplying the SELF Test, adheringto the Code of Conduct,and emptoyingpositive workplace behaviours). The vast majorityof respondentsrated 'very thisitem from 'adequately' to well'prepared. ESC has contributed significantly to the trainingthat occursat pre-serviceand in-servicecourses. ESC alsoworks closelywith the Academyto ensureprograms are generallymore informed on ethics and integrityrelated issues. ESC also providesan importantcontribution with representationon thePolice Education Advisory Committee, along with the CMC.

TheAttendance Notice issued to me (dated9th September 2010) identifies that there are a rangeof issuesbeing examined at theseproceedings relating to the outcomes of OperationTesco. I havehad a numberof meetingswith senior personnel from the CMC about the progressand potentialoutcomes of OperationTesco' While acknowledgingthat these investigations occurred under the remitof the CMC,it is irnportantto notethat audit, inspection and investigationactivities also occurredin supportof Tescowith significant applications of resourcesfrom ESC.

Statementof AssistantCommissioner Peter Martin APM 13 2U09t201.0 Thisrecent work of the ESC in termsof the auditof propertysystems on the Gold Coasthas demonstrated that while improvements could be madeto compliancewith systems,there was no evidenceof any missingexhibits with the exceptionof propertyrelated to one officerthe subjectof OperationMason. The recentaudit examinedover 3000 separate high risk property exhibits (drugs, firearms and cash). Giventhe manythousands of itemsof propertythat are managed on the GoldCoast Districteach year (about10,000 items annually), it is fair to say thatthe auditand inspectionidentified that the system works effectivelyand did not identifyany evidenceof systemicor dishonestbehaviour of policeacross the Districtin termsof exhibithandling.

ln the aforementionedAttendance Notice issued to me, there are a numberof specificissues identified. I willcomment on thesewithin the contextof thefollowing headings:supervision, improper associations; gifts and benefits;organisational culture;workforce and human resource management issues.

Supervision AlthoughI have considerableresponsibilities, which are delegatedfrom the Commissioner,in terms of complaintmanagement and disciplinegenerally, I do not have supervisoryor line controlof officersand staff membersother than thoseat ESC. Personnelwithin Regions, Commands and Divisionscome under the ultimate controlof seniorexecutive members of the Service.Supervision of thesepersonnel thereforeis somethingthat occursindependently of ESC. Despitethis, supervisory aspectsof complaintsand their subsequentinvestigations are a sourceof great interestto me. For over a decade,all internalinvestigations that have been undertaken,have examinedthe role of the supervisorof a subjectmember (officer complainedabout). lnvestigationreport proformas reflect this fact and investigations areoverviewed specifically to identifyissues and trends that impact upon supervision.

When investigationsare finalisedand are overviewedby ESC personnel,the institutionaland individuallearnings are examined,particularly from a supervisory perspective.In caseswhere the particularmatter was exacerbated,or facilitatedby poorsupervision, then action is takento addressthis. Suchaction can take the form of remedialaction such as educationand training,cautioning or reprimandand in somecases disciplinary action. Where systemic issues are identifiedthen these are referredto the appropriatearea to ensurethat practice,policy or legislationis consideredwithin the contextof reformingan identifieddeficiency.

Statementof AssistantCommissioner Peter Martin APM I4 2y0912010 Supervision,within the context of a policingagency, is complexto conceptualiseand to facilitate.Unlike other industry areas and vocationalpursuits where supervisors havethe meansto supervisedirectly and unfettered, policing is oftenunique in terms of its supervisoryprocesses. A policeotficer may work at differenttimes of the day and indeeddays of the weekfrom their supervisor. They can alsowork in different geographicalareas and in differentcontextual roles than their supervisor.This phenomenais not an excusefor supervisorsto abrogatetheir responsibilities but policing highlightsthat there can be uniquechallenges presented for supervisorsin a organisations.A further issue that compoundsthe notionof supervisionis 'Office centuriesold conceptof the of 'in whichan officer,irrespective of rank,is ableto operateindependently of a supervisor,but only where that individual's actionsare lawfuland reasonable and are consistentwith service policy'

means to show It is my view that despitethese challenges,the supervisorhas the There is also the considerableleadership and to mentor appropriatebehaviour. risks and organisationalexpectation that supervisors manage by identifying are uniquely remedyingthese as are appropriate. By way of example,supervisors particular placedto identifytraining deficiencies in an individualand to identifytheir or inappropriate risk factors that might lead to increased complaintsspecifically

21t09t2010 Statementof AssistantCommissioner Peter Martin APM 15 behavioursgenerally. The identificationof at-riskindividuals is a furtherissue that I wish to raise relevantto the issue of supervision,however, it is perhapsbest 'workforce addressedwithin the context of and human resourcesmanagement issues'. lmproper associafions The Service currently does not have specificpolicy dealingwith improper 'Declarable associationsor as it is referredto in theVictoria Police, Associations'.In the absenceof a specificpolicy approach however, the Codeof Conductrefers to 'Conflicts ,Standardsof Conduct'(s.'17.1.10 HRMM) and of lnterest'(s.17.1.10.6 HRMM)and is thereforerelevant in managingimproper associations between police andmembers of the public. Membersare to arrangetheir private affairs in a manner that will preventany actual or apparentconflict of interestsfrom arisingwherever foreseeable.Further, members are to ensureas far as practicablethere is no conflict betweentheir personal interests and the impartial fulfilment of theirofticial duties and responsibilities.

The absenceof a specificpolicy was an issuethat was identifiedin the Project GrinspoonReport and has been the subjectof discussionsinternally within the Service. This is an issue that needsto be addressedand there is both the organisationalwill and the commitmentto addressthis situation.The Serviceis, however,concerned to ensurethat a policyapproach is realisticand workableand thatany reporting regime which is implementeddoes not create a significant administrativeburden on the officersmaking the report,supervisors scrutinising and processingsuch repofis. I am alsoof theview that the educationand training of this newapproach will be criticalin membersof the Serviceboth understanding the need forsuch approach and employing the policy in thespirit in whichit is intended.

ln December200g, I met with Mr DenisBudz and Mr DarrenBrown of the CMC relatingto the issueof improperassociations'. I recallthat at thismeeting Mr Brown outlinedthe work that he was doingaround this important subject. Mr Brownoutlined the methodologyfor the reviewincluding that he wasundertaking an examinationof similarsystems that were in placeor proposedin otherjurisdictions such as . Mr Budzand Mr Brownwere offered any assistance from both the ESCand epS generallywith respect to thiswork. Myrecollection is that the meeting resolved

2U0912010 Statementof Assistant Commissioner Peter Martin APM t6 to notethe workthat was occurringand thatwhich was leftto do. lmportantly,the CMCofficers indicated that they were intending to providetheir ultimate report for the CMC'sconsiderations at somefuture time. The Servicewill considerthe findings uponits receipt of thereport.

At varioustimes since 2009, I metwith key personnelfrom the CMC'sResearch and PreventionUnit as partof a regularmonthly meeting on researchissues. At these 'improper meetingsthe issueof the work beingdone by the CMCon associations' hasbeen raised and as recentlyas the meetingof 6 September2010, I indicatedthat the Serviceis keento seethe outcomesand progress on anyrecommendations. My recollectionwas that inquirieswere going to be made by the CMC officersto determinethe timeframesfor this reportto be fonruardedto the Service.The Service is currentlyawaiting this repoft.

The Commissionerhas indicated that the Servicewill develop a policyand reporting regimearound 'improper associations'. This was announcedas partof a suiteof reformsemanating from the OperationTesco learnings. ln orderto advancethis it wouldbe opportuneto receivethe CMC reportso that the new policyapproach adoptedby the Serviceis cognisantof the work undertakenby the CMC. As indicatedpreviously the QPS is contributingto work whichis occurringnationally throughANZPAA on the subjectof 'DeclarableAssociations'. I am of the viewthat the workthat the CMCis currentlyprogressing and that of ANZPAAwill inform QPS policyfor the future.

The QPS has significantinformation and intelligenceholdings. The work that has beendone within the last five yearshighlights the sophisticationof the data systems. An exampleof this progressis QueenslandPolice Record Information Managernent Exchange(QPRIME), which is the primaryinformation management system for the Service.The appropriateuse of QPS dataand intelligenceis a key organisational riskfor the Service.For the period2OOgl10 there were 269 complaintsof members of the serviceinappropriately accessing and releasinginformation. I am awarethat ICTsecurity is a matterthat the AssistantCommissioner, lnformation Communication Technology(lCT) is examiningthrough the explorationof systemswithin other policingagencies (e.g. New South Wales and Victoria). The Service position is to do whatis reasonableto protectour information and security systems but it recognises

Statementof AssistantCommissioner Peter Martin APM I7 21t09t2010 pragmaticallythat there are well over 2,000,000transactions on Q-Primein the courseof a day. Any systemtherefore needs to ensurethat securityis measured and appropriatehaving regard for the relevantrisk. I am not the SeniorExecutive memberresponsible for mattersrelating to the Informationand Communications Technology(lCT) Command.

Gifts and benefits The QPS has specificpolicy dealing with the acceptanceof gifts and benefits (s.17.1.10.7of the HRMM).The policy prohibits officers frorn soliciting any personal or otherbenefit, except where the solicitationis authorisedby the Service(e.9. legitimatepursuit of a donationor sponsorshipin accordancewith Service policy) and not to acceptany personalor other benefit,unless authorised/permitted by the Service(e.g. customary hospitality and benefitsof nominalvalue). The Service recognisesthat there will be instanceswhere members will be offeredbenefits and that undercertain circurnstances it will be appropriatefor mernbersto acceptthem. Membersare to considerthe following when making this decision: (i)who is offeringthe hospitality,gift or benefit? (ii)what is thepurpose of the offer? (iii)what is thetiming of the offer? (iv)does the valueof the hospitalityor benefitexceed nominal value? (v) is the offerlikely to be regularor repetitive? (iv)is it consistentwith otherService policy? (vii)could the acceptancecompromise you, another person or the Service? (viii)could the acceptancewithstand public scrutiny?

The Codeof Conduct(s.10.7) outlines the Servicestandards on acceptanceof gifts and benefits.The expectationis that whenoffered custornary hospitality, incidental giftsor benefitsof a nominalvalue the individualmember will needto consider whetherto acceptit. lt coverssituations where the non-acceptanceof the gift wilt causeoffence, particularly to culturalgroups and where acceptancewill cause embarrassmentor reflectadversely on theService. ln suchcircumstances members mustreport such circumstancesand are encouragedto discussthis situationwith theirsupervisor or officer-in-charge.

The acceptanceof gifts or benefitswithin the contextof licensedpremises is of particularconcern given that acceptancehas the abilityto compromisean officers performancein andaround such premises. Any offer of alcoholor cash,or anyitems

Statementof AssistantCommissioner Peter Martin APM 18 21t0912010 whichcan be readilyconverted into cash, for example,lottery tickets or shares,must be refusedwhatever the circumstances(s.7.2 of the FMPM). Acceptingmoney in any form could, breach a number of public servicepolicies and legislative requirements,including the CriminalCode Act 1899.lf a memberis notin a position to refusethe acceptanceof sucha gift,the membershall immediately pass the gift on to hisor hersupervisor, Assistant Commissioner or Director,Finance Division.

I am awarethat there are gratuitiesor heavilydiscounted benefits given to police. Examplesof theseinclude: half-price McDonalds Restaurant meals (officers on duty). I am awareand have participated in seniorexecutive discussions around such issues, however,at the presenttime such activities(e.9. discount food) is not currently againstService policy and thereforethere is no action,from a disciplinarysense, that can be takenagainst officers who availthemselves of this.

Giventhe identifiedrisks associatedwith alcoholand licensedpremises, senior officersfrom Ethical Practices Branch in 2010have delivered training sessions on the 'Train the Trainer Liquor EnforcementCourse'. lssues regardingappropriate behaviours,liaison and dealingwith licensedpremises is coveredin detailincluding receiptof giftsand hospitality.Those officers so trainedare then capable of returning to theirRegions and Districtsto similarlytrain members particularly in relationto the acceptanceof giftsand benefits.

Althoughnot directly related to 'giftsand benefits', I would point out that I personally speakat every ManagementDevelopment Program (Level lll) on the subjectof 'OrganisationalRisk and ReputationalDamage' in whichI articulatethe needto ensurethat our actionsas individualsdo not compromiseour integrityor causethe Serviceor governmentconflict. I have regularlygiven similarpresentations at LeadershipConferences since my placementat ESCand in othersenior roles that I have performed. I also monitor complaintsrelating to acceptanceof gifts but acknowledgethat there is mostlikely to be under-reportingof the acceptanceof gifts and that the managingof the gifts registeris somethingthat occurswithin each Region,Command or Division.

Statementof AssistantCommissioner Peter Martin APM 19 2U0912010 Organi sation al cu lture I am of theview that the QPS hasa strong,vision-based culture which is centredon the conceptof the 4 P's (People,Professionalism, Partnerships & Performance).lt shouldalso be keptin mindthat specific units within the Service can also have a sub- culturewhich in the vast majorityof casesis a positivernanifestation of the 4 P's concept.One of the learningsfrom the CMC's Dangerous Liaison Report released in 2009is the importanceof seniorofficers and supervisors being alert to deviantsub- cultureswhich can emerge. The examplethat emerged frorn the DangerousLiaison Reportwas with negativebehaviours that arosewith the Arrned RobberyUnit of StateCrime Operations Command. I am alertto this issueand use the following data to identifypotential sub-cultural issues. These include:complaints, Risk Analysisand IntelligenceSection reports, Internal Witness Support notifications, Auditand Inspectionreports, research findings, significant event messages,and police-relatedincident investigations (s.1 .1 7 OPM)'etc.

'right' My viewis thatthe vast majorityof Servicepersonnel join the Servicefor the 'help reasons. They are motivatedto people'and have other altruisticintentions. Most officersidentify with the organisation'svalues and fit comfortablywith the positiveaspects of the policingculture. The policeworkforce rnirrors the community in whichwe serveand recruitfrom. Frustratingly,the samefrailties that existwith individualsin the communitycan occurwithin some police, such as: dependence on alcohol,use of illicitdrugs, risk taking behaviours (e.g. use of steroids)and criminal behaviours.The proportionof the QPS workforcethat engagesin unacceptable behaviour,however, is generallyvery low'

The Servicehas a naturallyhigh expectationwhen it comesto PoliceOfficers reportingbehaviours which are consistentwith misconduct. ln fact,Section 7.2(2) oI the Potice ServiceAdministration Act 1990 statesthat where an officer or staff memberknows or reasonablysuspects that misconduct or a breachof disciplinehas occurredthen that individualhas a duty to repofithe conductas soon as is practicable.Members of the Serviceare thereforecompelled to reportmisconduct andall investigationsexamine the natureof the reporting,who hadknowledge of the allegedbehaviour subject of the complaintand makes an assessmentas to whether membersmet their obligations (pursuant Io s.7.2(2)of the PSAA).I wouldalso point

Statementof AssistantCommissioner Peter Marlin APM 20 21t09t2010 outthat there is a statisticallysignificant proporlion of allcomplaints where a member of the Servicemakes a complaintagainst one of theircolleagues. In the current reporlingperiod (2OOgl2O10) there were723 complaintsgenerated internally. This representsapproximately 25"h of all complaints.This is a positivesign and one that is stronglyencouraged within the Service.

Theorganisation does not tolerate either a failureto reportcomplaints or harassment of thoseofficers who do reportmatters. During the period2009/2010 there were a totalof 45 reportsof mernbersfailing to reportcomplaints. This is an increaseover the period2008/2009 of 35 reportsof membersfailing to reportcomplaints. Similarly, there were a total of 29 harassmenVvictimisationcomplaints during the period 2009/2010.Most of thesematters for 2009/10period are notfinalised or havenot beensubstantiated.

Memberssubject to harassmentand victimisationare positivelysupported through the QPS lnternalWitness Support Program. Supporting those that reportalleged misconductis an importantfeature of a matureand heatthyinternal disciplinary system. Whistleblowersand those that make public interestdisclosures are supportedby Servicepolicy highlighted by a newrisk assessment process based on the principlesand guidelinesin AS/NZ|SO31000:2009.Risks to internalwitnesses canbe interwovenwith failures in managementsupport, and it is in thiskey area that the InternalWitness Support Unit operatesto ensurethe full supportavailable throughthe legislationand Servicepolicy is madeavailable to the personconcerned.

The risk assessmentis managedby a seniorofficer within EthicalStandards Command.The assessment process includes completion of thefollowing: . a riskassessment and treatment working paper; o lnternalWitnessRisk Register and o Risk TreatmentAciion Plan listingthe risk priorityorder basedon a threat assessment.

In conjunctionwith the individuallytailored action plan, a low threatassessment providescontact by the Unit CaseOfficer with the internalwitness at leastevery 28 days,or as the needarises. A mediumthreat assessment would involve a minimum of weeklycontact, and a highthreat assessment requires daily monitoring. In addition to directaction and supportby EthicalStandards Command and local management,

Statementof AssistantCommissioner Peter Martin APM 2I 2U09tz01} a rangeof optionsare availableto providehigher levels of supportshould that be required.This could include access to the Securitytntelligence Branch (SlB), State CrimeOperations Command, or the WitnessProtection Coordinator, Crime and MisconductCommission (CMC) depending on thecircumstances.

Workforceand human resources managementissues As stated previously,the QPS when comparedto other western policing organisationsis a verylarge police agency in termsof size. lt is alsocomplex given issuesof decentralisation.The workforceprovides for the sa{etyand securityof 4'2 millionpeople in Queensland.Naturally, police are drawnfrom the communityand therefore,to a large degree, reflectthe community. The challengefor police agenciesis to recruitpeople with similaror consistentvalues as the QPS which mirrorsthe communityexpectation and reflectsan understandingof the issues impactingvulnerable groups in ourcommunity.

Vettingprocesses are undertakencentrally through a dedicatedProbity Unit within EthicalStandards Command. Vetting occurs where there is a needto reporton the integrityof officersand is normallyassociated with decisionmaking processes such as recruitapplications, promotions, transfers, and honoursand awards.Probity is alsoconsidered as part of investigationsand the legislativerequirements of other governmentdepartments. There were a total of 8180 vetting applicationsin 2OOgl2O10which is an increaseof 18%over the previousperiod.

Whilethe vast majorityof policehave values consistent with thoseof the Service,a smallproportion of personnelexhibit attitudes and behavioursthat do not. The approachthat the Serviceadopts is to ensurethat our marketingand recruitment attemptto identifywhere there is a mismatchof valuesand excludethese people duringthe recruitmentprocess. The nextphase is to ensureRecruits and FirstYear Constablesare subjectto rigourand oversightto ensurethey meetthe expectation. Lastly,where an officer is confirmedas a Constablethen it is importantto both assessattitudes, values and beliefs(and industry)through strategies such as: educationand training;risk identification(Risk Analysis and IntelligenceSection); Drug and AlcoholTesting; complaintrecording and management;supervision; performancemanagement; leadership; policy; and Service procedures.

Statementof Assistant Commissioner Peter Martin APM 22 21,t09t201o t'1

The useof alcoholand drugs (licit and illicit)pose particular issues for police' Firstly the useof alcoholand drugs has the abilityto impairperformance and potentially can compromiseboth officerand publicsafety. The use of illicitdrugs, while also potentiallyimpairing performance and judgement have significant ability to damage the reputationof the individualand the organisation.Public confidence and legitimacyis dependentupon the Servicesending out consistentmessages to the public.The community can rightlybe concernedabout police messages about drugs andalcohol and the hypocriticalbehaviours of a smallnumber of officersconcerning theirpersonal use. The QPSis intolerantto the useof alcoholwithin the workplace, or contextualuse against policy or legislation(e.9. drink driving).

ln termsof drinkdriving the Serviceimplemented a new policy approach which came intoeffect on 1 July2009. This approachprovides a rangeof indicativesanctions withwhich a PrescribedOfficer can applyto a givenset of circumstances.This was a controversialapproach which not all sectorsof the communityagreed with. A policeofficer detected drink driving is subjectto, whateversanction the Courtmay impose,being dealt with for misconductunder the internaldisciplinary regime' There havebeen 10 officersdetected for drinkdriving offences since the commencementof the policy.

The useof illicitdrugs is nottolerated by the Service.In allprobability such use by a policeofficer, irrespective of the context,would lead to dismissal.Drug testing on a targetedbasis occursfor police officersand staff membersworking in designated highrisk areas.

Targetedand Randomalcohol testing occurs across the Serviceand is facilitatedby the Alcoholand Drug Awareness Unit under the Director,Human Resources Division. The Alcoholand Drug Awareness Unit provides education and information about the responsibleuse of alcoholand otherlicit (legal) drugs and coordinates alcohol and drug testingof police,recruits and staff membersworking in safetysensitive areas. The Unitalso providesassessment and counsellingservices in relationto alcohol anddrug misuse and case manages external treatment for mernbers as necessary.

The Servicehas preparedextensive policy and proceduresaround the testingof relevantmembers for use o{ illicitsubstances and is compliantwith the provisionsof part 5A of the PoticeSeruice Administration Act 1990.Current legislation provides for drugtests to be conductedby urineanalysis in caseswhere a relevantmember has

^a Statementof AssistantCommissioner Peter Martin APM LJ 2uo9t20l0 beeninvolved in a criticalincident, is a covertoperative or is an applicantto be a covertoperative. The legislation also allows testing in othercircumstances, such as where the memberis suspectedof coniraveningthe legislativerequirements regardingtargeted substances or area recruit.

Therehave been considerable changes to the recruitmentpractices of the pastand this haschanged the demographicsof recruitsentering the Service.Compared with when I joinedthe Serviceover 30 yearsago, the averageage of recruitsis now higher,gender diversity is greater,education levels at entryare higherand there is a greateremphasis on 'lifeskills'. These are all positivesignals and are advantageous in termsof creatingan ethicallyresistant organisation'

It is extremelyimportant that the lessonslearned from the investigationof complaints are fed back to the Director,Human ResourcesDivision. Recentdiscussions betweenthe Director,HRD and I are examplesof this closecollaboration. In this recentexample I sharedwith the Director,HRD that I had a concernthat junior officerswith previouspolicing experience (referred to as PACEofficers) appeared from an anecdotalperspective to be over-representedin attitudinalissues and increasedcomplaints. Over a periodof time and after furtheranalysis of this phenomenait was agreedthat the PACEprogram would be suspendedindefinitely. TheService maintains recruit entry through the existingpolice recruit program known as thePROVE Program.

In conclusion,I am of the view that the Servicehas a strongand identifiable organisationalculture which is generallysupported by, and consistentwith, Service policyand community expectations. This culture is onethat is supportiveof people, professionalism,partnerships and performance.There are some current policy gaps 'improper and one such exampleis associations'.lt is irnportant,however, to recognisethat betweenthe CMC and the QPS thereis boththe capabilityof both agenciesto addressthis issue and willingnesson the part of the Serviceto give effectto change.

ln essence,I attemptto directthe finiteresources of the ESChaving regard for the evidence.This evidence can take many forms and includes, but is notlimited to, the following:complaint data; complaint trends; intelligence holdings; RAIS data, vetting outcomes,inspection and auditoutcomes; international and domesticresearch; and inputfrom CMC and other oversight bodies.

Statementof AssistantCommissioner Peter Martin APM 24 21/09/2010 Managingcomplaints and investigationsand deployingresources appropriately and effectivelycan be challenging,particularly given the quantum of complaints,the size and decentralisednature of policingin Queensland,the scrutinyof policethrough media,and the demandsof externaloversight agencies (e.9. State Coronerand CMC). Despitethis the work that ESC does,in particularmy role as the Senior ExecutiveMember responsible, is to ensurethat resources are used in a waythat is consistentwith evidence-based practice and resourceefficiency and has regardfor the publicinterest and community expectations and naturaljustice for memberswho are subjectof complaints.

Dated21 September2010 r-rt-; PeterJoh n n4arti"nXPtvt AssistantCommissioner EthicalStandards Command QUEENSLANDPOLICE SERVICE

Statementof AssistantCommissioner Peter Martin APM 25 21t09t2010